East Durham College - Governance Handbook 2023/24

East Durham College Governance Handbook 2023/24

First edition: approved 8 December 2022 Second edition: approved 13 July 2023

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CONTENTS Section

Page

GOVERNANCE AT EAST DURHAM COLLEGE ........................................................................................ 1 CORPORATION, COMMITTEE & LINK GOVERNOR MEMBERSHIP ...................................................... 2 SERVICE STANDARDS .............................................................................................................................. 6 TERMS OF REFERENCE FOR COMMITTEES ......................................................................................... 8 APPEALS COMMITTEE ................................................................................................................. 9 AUDIT & RISK COMMITTEE ........................................................................................................ 11 CHAIRS COMMITTEE .................................................................................................................. 15 CURRICULUM, QUALITY AND STANDARDS COMMITTEE ...................................................... 17 FINANCE AND GENERAL PURPOSES COMMITTEE ................................................................ 19 SEARCH AND REMUNERATION COMMITTEE .......................................................................... 22 ROLE DESCRIPTIONS ............................................................................................................................. 25 GOVERNOR ROLE DESCRIPTION ............................................................................................. 26 STAFF GOVERNOR ROLE DESCRIPTION ................................................................................ 29 STUDENT GOVERNOR ROLE DESCRIPTION ........................................................................... 32 CHAIR TO THE CORPORATION ................................................................................................. 35 VICE CHAIR TO THE CORPORATION ........................................................................................ 38 COMMITTEE CHAIR ROLE DESCRIPTION ................................................................................ 40 LINK GOVERNOR ROLE DESCRIPTIONS ................................................................................. 41 STANDING ORDERS FOR THE CONDUCT OF CORPORATION BUSINESS ...................................... 45 CODE OF CONDUCT FOR GOVERNORS .............................................................................................. 52 GOVERNANCE POLICIES ....................................................................................................................... 60 GOVERNOR RECRUITMENT AND SUCCESSION POLICY ...................................................... 61 COMPLAINTS AGAINST GOVERNORS POLICY ....................................................................... 65 ACRONYMS .............................................................................................................................................. 70

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GOVERNANCE AT EAST DURHAM COLLEGE

East Durham College (EDC) is a further education corporation established under the Further and Higher Education Act 1992. It is governed by a Corporation (commonly referred to as the Board) comprising individual members (commonly referred to as Governors) recruited on the basis of their skills, expertise and experience, and to represent the staff and students of the College. The Principal of EDC is a Governor by virtue of holding that position.

EDC is an exempt charity, meaning that the members of the Board are charity trustees as well as governors. This means that they are ultimately responsible for the management and administration of EDC and owe certain legal duties to it when exercising their powers and taking decisions.

As a recipient of public funds, EDC is expected to operate openly and transparently and is held accountable by a number of external stakeholders including the Department for Education, the Education and Skills Funding Agency and Ofsted and in certain circumstances, the Charity Commission. It also receives funds from local authorities and other third parties.

The key role of the Board is to set strategy, values and culture, scrutinise performance, provide leadership, safeguard the assets of EDC to meet its short and long term objectives and ensure proper engagement with stakeholders, and students in particular.

The Board is supported in discharging its duties by a number of committees which have delegated authority to consider detailed information on behalf of the Board and to make recommendations to, and in certain circumstances, make decisions on behalf of, the Board. The Board has a chair who leads the Board and sets its agenda, promoting a culture of openness and debate. The Board is supported by an external Clerk who is responsible for ensuring the Board exercises its powers within the legal and regulatory frameworks that apply to it.

The Board has adopted the Association of College's Code of Good Governance and is committed to upholding best practice in its governance arrangements.

In this Governance Handbook "Board" refers to the Corporation or governing body of EDC, and "Governor" refers to members of the Corporation or governing body and these words are used interchangeably. The structure of governance at EDC comprises the Board and its Committees:

Corporation (Board)

Audit

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Chairs

CQS

F&GP

S&R

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CORPORATION, COMMITTEE & LINK GOVERNOR MEMBERSHIP

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CORPORATION (BOARD) MEMBERSHIP 2023/2024 Status

Name

Date of appointment

Date of Reappointment

End of Current Term of Office

Committees

Alex Brennan

13/07/23

-

12/07/27

CQ&S

James Bromiley

15/10/15

14/10/19

David Butler (Chair)

12/11/12

A&R

12/10/23 (extraordinary reappointment)

11/10/27

12/11/16

11/11/24

S&R Chairs

12/11/20 (extraordinary reappointment)

CQS F&GP S&R Chairs

Archana Chandra

03/03/22

-

03/03/26

F&GP

Mick Curry

26/01/17

25/01/21

24/01.25

A&R F&GP

Guy Dullage

13/07/23

-

12/07/27

F&GP S&R

Jason Smith

13/07/23

-

12/07/27

F&GP

Richard Harrison

04/07/19

03/07/23

02/07/27

A&R CQ&S

Principal

Stuart Laverick

13/07/23

-

12/07/27

CQ&S

Sarah Robson

13/07/23

-

12/07/27

F&GP

Michael Young

07/07/22

-

06/07/26

CQ&S

Suzanne Duncan

Ex Officio

CQ&S S&R (Search only)

Staff Member

Kirsty Tate Andrew Cummins

13/10/22

-

12/10/24

F&GP

Student Member

Peter Earl

08/12/22

-

07/12/23

CQ&S

Miles Parkin

08/12/22

-

07/12/23

CQ&S

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-

CQ&S

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COMMITTEE MEMBERSHIP - 2023/2024 Committee

Membership

Appeals

Ad hoc membership as required from time to time

Audit & Risk

James Bromiley (Chair) Mick Curry Richard Harrison

Chairs

The Chair of the Corporation and the Chair of each Committee from time to time

Curriculum Quality & Standards

Stuart Laverick (Chair) Alex Brennan David Butler Richard Harrison Michael Young Suzanne Duncan Kirsty Tate Peter Earl Miles Parkin

Finance & General Purposes

Sarah Robson (Chair) David Butler Mick Curry Archana Chandra Guy Dullage Jason Smith Suzanne Duncan Andrew Cummins

Search & Remuneration

David Butler (Chair) James Bromiley Guy Dullage Suzanne Duncan (Search only)

Chair of the Corporation: David Butler Vice Chair of the Corporation: James Bromiley

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LINK GOVERNORS Role

Governor

Employer Provision

[vacancy]

Equality & Diversity

[vacancy]

Higher Education Group

[vacancy]

Teaching & Learning

[vacancy]

Safeguarding & Inclusive Learning

Mick Curry

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SERVICE STANDARDS

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SERVICE STANDARDS FOR GOVERNORS Service Standard Attendance

Governors will each attend a minimum of 75% of all Board meetings during an academic year Committee members will each attend a minimum of 75% of all of their Committee meetings during an academic year Link Governors will each attend a minimum of two meetings at the College in relation to their linked area during an academic year

Training and Development

Governors will each attend a minimum of 2 training and development events during an academic year, which may include the Strategic Planning Day

Induction

100% of new Governors will be inducted to the Board

Review

Governors will undertake a governance self-assessment every year (except in a year where an external governance review is required) 100% of Governors will attend a one-to-one with the Chair after their first year in office

Conflicts management

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100% of Governors will return a statement of their interests for the purpose of keeping actual and potential conflicts of interest under review

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TERMS OF REFERENCE FOR COMMITTEES

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APPEALS COMMITTEE TERMS OF REFERENCE (last reviewed 13 July 2023) Composition

3 Governors excluding the Principal, staff governors and student governors

Quorum

3

Chair

Appointed by the Committee at each meeting

Meetings

On an ad hoc basis as required and convened as soon as practicable after an appeal is received

Term of Office

For the period during which an appeal is in progress

Clerk

Clerk of the Corporation

Co-option

Up to one

Other Contributors

Determined by the Committee

1. Purpose The purpose of the Committee shall be to support the Corporation in discharging its function of the appointment, grading, suspension, and/or dismissal of senior posts and the Clerk and setting the framework for the pay and conditions of services of all other staff.

Any Governor who has a relationship with a particular appellant that may be perceived as a conflict of interest should declare this immediately to the Clerk and will be excluded from membership of the Committee convened to consider that particular appeal.

2.

Remit The Committee shall fulfil its purpose by considering and overseeing the following matters on behalf of the Corporation: 1. To discuss and determine appeals relating to suspension, dismissal, disciplinary and grievance decisions as follows: i. ii. iii. iv. v. vi.

vii.

An appeal relating to the suspension of a staff member (both senior postholders and other staff) for serious or gross misconduct An appeal by a senior postholder against a disciplinary decision of a special committee, including dismissal An appeal by a senior postholder who has been dismissed with immediate effect by the Chair (or Vice-Chair in their absence) for serious or gross misconduct An appeal by a member of staff other than a senior postholder who has been dismissed with immediate effect by the Principal for serious or gross misconduct An appeal by a member of staff other than a senior postholder against a disciplinary decision made by the Principal An appeal by a member of staff other than a senior postholder against a decision made by the Principal to dismiss that member of staff as a result of redundancy, competency or sickness absence An appeal by a member of staff other than a senior postholder against a decision made by the Principal on a grievance made by that member of staff

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3.

Activities of the Committee

The procedure to be followed at the Committee meeting will be pertinent to the requirements of each individual appeal but will allow the case of management and appellant to be heard and questions to be asked of management and the appellant by each other and by the Committee.

The following procedure represents a guideline to be followed by the Appeals Committee subject to the individual requirements of the appeal being met: 1.

2.

3.

4.

5.

Election of a chair for the Committee meeting from the members present All parties (management and appellant and their representative) to enter the meeting The Chair will ask those present to introduce themselves Management will present their case Management may be asked questions by the Committee and by the appellant and / or their representative 6. The appellant or their representative will present the appellant’s case 7. The appellant or their representative may be asked questions by the Committee and by management 8. Management will sum up introducing no new evidence 9. The appellant or their representative will sum up introducing no new evidence 10. The Chair will adjourn the hearing while the Committee consider the information they have heard. All parties (management and appellant and their representative) will leave the room (The Committee members, Clerk and any professional advisers only to remain) 11. The decision of the Committee will be forwarded in writing to the appellant within five working days.

4.

Reporting to the Corporation

Following appropriate discussion, scrutiny and challenge, the Committee shall report to the Corporation (for information only) on the outcome of any appeals determined by the Committee.

5.

Making Recommendations to the Corporation

The Committee shall have authority to make recommendations to the Corporation for any changes it considers desirable or necessary as a result of hearing the appeal and the issues arising in the appeal.

6.

Delegated authority from the Corporation

The Appeals Committee has delegated powers to determine appeals as set out above and report their decisions to the Corporation.

7.

Updates to the Corporation

The Clerk shall not circulate the minutes of any meeting of the Committee to the members of the Corporation to protect the identity of the appellant.

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AUDIT & RISK COMMITTEE TERMS OF REFERENCE (last reviewed 13 July 2023) Composition

Up to seven External Governors (which must not include the Chair of the Corporation), appointed by the Corporation having regard to maintaining the Committee's independence and objectivity

Quorum

3 members of the committee

Chair

Appointed by the Corporation (and in their absence, any External Governor appointed by members of the Committee present)

Meetings

Once per term and otherwise as required

Term of Office

For so long as the Corporation determines

Clerk

Clerk of the Corporation

Co-option

Up to one (external)

Other Contributors

As determined by the Committee

1. Purpose The purpose of the Committee shall be to support the Corporation in discharging its functions of: Overseeing and ensuring the integrity of the Corporation's systems and processes for financial reporting

Monitoring the effectiveness and objectivity of internal and external auditors

Assessing the effectiveness of the Corporation's key control frameworks and systems in place

Identifying the risks to which the Corporation is exposed and ensuring an adequate risk management plan is in place

2. Remit The Committee shall fulfil its purpose by considering and overseeing the following matters on behalf of the Corporation: Financial Reporting 1. The integrity and accuracy of the financial statements including the Corporation's annual report relating to its financial performance, the measures taken to fulfil the Corporation's statutory and regulatory responsibilities, and any financial reporting issues and judgements which those statements contain having regard to matters communicated by the auditor 2. The methods used to account for significant or unusual transactions 3. The Corporation's adoption and application of appropriate accounting policies, taking into account the view of the Corporation's external auditors

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5. The Corporation's internal financial control systems that identify, assess, manage and monitor financial risks (see also below) 6. The Corporation's other internal control and risk management systems 7. Any required investigations regarding control weaknesses, fraud or misconduct and management response, and the findings and implementation of recommendations regarding the same 8. The adequacy and effectiveness of the Corporation's internal controls, including in relation to value for money and procurement, legal compliance, data quality, governance, health and safety, information governance and data and information security

Internal and external audit 9. Oversight of the activities (including compliance with relevant professional standards), of the Corporation's internal and external auditors 10. Co-ordination between the Corporation's internal and external auditors 11. The scope and effectiveness of the internal audit function, the planning and execution of internal audit work, receipt of reports from internal auditors and actions arising therefrom 12. The audit strategy and annual internal audit plans for the internal auditor 13. The implementation (to agreed timescales) of any recommendations arising from the management letters and reports of the financial statement and regularity auditor or any other audit and assurance function provided to the Corporation

Compliance and fraud 14. The Corporation's policies and processes on fraud, irregularity, impropriety and whistleblowing 15. The proper, proportionate and independent investigation of all allegations and instances of fraud and irregularity and the outcomes and agreed follow-up action arising therefrom 16. Informing the internal auditors and external auditors of such investigations and outcomes 17. Reporting all significant cases of fraud or suspected fraud, theft, bribery, corruption, irregularity, major weakness or breakdown in the accounting framework to the appropriate funding body and statutory agencies (including the Police), if required, as soon as possible 18. Ensure risks around fraud have been identified and controls put in place to mitigate them under 5 above

Risk 19. The material risks to the Corporation and the management of the same 20. The scope and effectiveness of the Corporation's governance, policy and systems to manage and monitor risk 21. The impact of matters arising on the Corporation's risk register 22. Any areas of risk in which the Committee determines there is insufficient oversight and additional monitoring arrangements put in place as a result 23. Strategic risks for the Corporation, including changes in the external policy landscape, and financial sustainability 24. The adequacy of the Corporation's insurance provision and any ongoing or threatened insurance claims and the risks arising therefrom 25. On an annual basis, the Corporation's approach to risk management

General 26. Such other matters as the Corporation may refer to the Committee from time to time

3. Activities of the Committee The Committee shall undertake the following activities on matters within its remit: AC_176630432_2 14130.0181.13069882.3

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Overseeing, monitoring, scrutinising and challenging existing and proposed strategies, plans, targets, policies, processes, systems and follow up actions, including, where necessary, engaging third parties to assist in this regard, and reporting to the Corporation where necessary to inform its decision making and to enable it to discharge its functions

making advisory recommendations to the Corporation to inform the discharge of its functions

taking delegated decisions on behalf of the Corporation on specific matters set out in these terms of reference

4. Reporting to the Corporation Following appropriate discussion, scrutiny and challenge, the Committee shall report to the Corporation (for information only) on: 1. any significant financial reporting issues and judgements contained in the Corporation's financial statements, having regard to matters communicated by the auditor 2. any significant risks the Committee determines to be necessary or appropriate to escalate to the board 3. the adequacy and effectiveness of the Corporation's audit arrangements and systems of internal control including its framework of governance, risk management, assurance and control, and processes for the effective and efficient use of resources, the solvency of the institution and the safeguarding of its assets (recognising that the responsibility for ensuring the solvency of the Corporation and the safeguarding of its assets is a non-delegable function of the board) 4. in the form of an annual report before the Corporation's signing of its Statement of Corporate Governance and Internal Control in its accounts, the Committee's activities relating to the financial year under review, including an significant matters of internal control identified, the Committee's view of its own effectiveness, how it has fulfilled its terms of reference and any other matters on which the Committee is required to report 5. in the form of an annual report, the adequacy and effectiveness of the Corporation's internal controls relating to value for money, legal compliance, data quality, governance, health and safety, information governance and data and information security 6. any additional services provided to the Corporation by the external auditor, reporting accountant, internal auditor and other assurance providers (if any) and how independence and objectivity are safeguarded 7. the use of its delegated powers and the adequacy and effectiveness of the Corporation's audit arrangements, its framework for governance, risk management, assurance and control, and its processes for securing economy, efficiency and effectiveness 8. any other matter within its remit that the Committee considers the Corporation requires to inform its decision making

5.

Making Recommendations to the Corporation

Following appropriate discussion, scrutiny and challenge, the Committee shall recommend to the Corporation for approval: 1. The annual financial statements of the Corporation 2. The statement to be included in the Corporation's annual report concerning internal control, risk management and going concern 3. The appointment and/or reappointment of the internal and external auditors, reporting accountant and other assurance providers (if any) of the Corporation, their level of remuneration and, if required, their dismissal

6.

Delegated authority from the Corporation

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The Corporation has delegated to the Committee the power to monitor the effectiveness and objectivity of internal and external auditors and to assess the effectiveness of the Corporations key control frameworks.

The Corporation has also delegated to the Committee oversight of all matters set out in section 2 above.

7. Updates to the Corporation The Clerk shall circulate the minutes of each meeting of the Committee to the members of the Corporation.

The Vice Principal Finance & Business Planning shall prepare a Report to the Corporation to report on matters within the Committee's remit which the Corporation must approve or which are required to inform its decision making and to discharge its functions.

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CHAIRS COMMITTEE TERMS OF REFERENCE (review 13 July 2027) Composition

Chair of the Corporation

Quorum

3 members of the committee

Chair of each of the Committees from time to time Chair

Chair of the Corporation

Meetings

As and when required as determined by the Chair of the Corporation

Term of Office

For so long as the individual holds a chair role

Clerk

Clerk of the Corporation

Co-option

N/A

Other Contributors

As determined by the Committee

1.

Purpose

The purpose of the Committee shall be to support the Corporation in discharging its functions on matters of urgency or strategic importance outside of the usual calendar of meetings of the Corporation.

2.

Remit

The Committee shall fulfil its purpose by considering and overseeing any matters delegated to it by the Corporation from time to time.

3.

Activities of the Committee

The Committee shall undertake the following activities on matters within its remit: Overseeing, monitoring, scrutinising and challenging processes, policies and proposals and reporting to the Corporation where necessary to inform its decision making and to enable it to discharge its functions

4.

making advisory recommendations to the Corporation to inform the discharge of its functions and its effectiveness as a governing body

Reporting to the Corporation

Following appropriate discussion, scrutiny and challenge, the Committee shall report to the Corporation (for information only) on the outcome of any discussions of the Committee.

5.

Making Recommendations to the Corporation

Following appropriate discussion, scrutiny and challenge, the Committee shall recommend to the Corporation for approval any matters upon which it has been asked to provide a recommendation to the Corporation.

6.

Delegated authority from the Corporation

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The Corporation may delegate such of its powers to the Committee as it sees fit from time to time and any such delegation shall be recorded in writing, in the minutes of a meeting of the Corporation or otherwise.

7.

Updates to the Corporation

The Chair shall report to the Corporation on each meeting of the Committee.

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CURRICULUM, QUALITY AND STANDARDS COMMITTEE TERMS OF REFERENCE (reviewed 13 July 2023) Composition

Principal

Quorum

4 members of the committee

Up to two Staff Governors Student Governors Up to six External Governors Chair

Appointed by the Corporation (and in their absence, any External Governor appointed by members of the Committee present)

Meetings

Once per term or otherwise as required

Term of Office

For so long as the Corporation determines

Clerk

Clerk of the Corporation

Co-option

Up to one

Other Contributors

As determined by the Committee

1. Purpose The purpose of the Committee shall be to support the Corporation in discharging its functions of: Determining and reviewing the educational character and mission of the College

Overseeing educational activities

Obtaining views of staff and students

Approving the quality strategy

2. Remit The Committee shall fulfil its purpose by considering and overseeing the following matters on behalf of the Corporation: 1. The implications of curriculum-related national policy / guidance 2. The range and responsiveness of the College's curriculum offer 3. The suitability of the College's Strategic Plan to meet the College's priorities that fall within the Committee's remit 4. The suitability of the College's current or proposed Quality Strategy and policy 5. The suitability and effectiveness of the College's current or proposed strategies for: o engaging with employers and other stakeholders in order to remain responsive to workforce trends o improving student experience 6. The performance of the College against sector benchmark data and internal targets and performance indicators for student recruitment, retention, attendance, pass rates, achievement, progression and destinations and any related improvement or action plans (the KPIs) 7. The outcomes of all stakeholder surveys including students of all ages, employers and key partners [and complaints and appeals] 8. How effectively the College promotes amongst students and staff: o equality, diversity and inclusion (EDI) o safeguarding and Prevent AC_176630432_2 14130.0181.13069882.3

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9. The rigour, completeness, and consistency of the College's Self-Assessment Reports, associated processes, the supporting evidence base and the action taken to improve via the Quality Improvement Plan 10. The progress in preparation for inspections e.g. Ofsted and the Office for Students, and the action taken to improve following inspection 11. Such other matters as the Corporation may refer to the Committee from time to time

3. Activities of the Committee The Committee shall undertake the following activities on matters within its remit: Overseeing, monitoring, scrutinising and challenging existing and proposed strategies, plans, targets, policies, processes, systems and follow up actions and reporting to the Corporation where necessary to inform its decision making and to enable it to discharge its functions

making advisory recommendations to the Corporation to inform the discharge of its functions

taking delegated decisions on behalf of the Corporation on specific matters set out in these terms of reference

4. Reporting to the Corporation Following appropriate discussion, scrutiny and challenge, the Committee shall report to the Corporation (for information only) on: 1. the use of its delegated powers 2. any other matter within its remit that the Committee considers the Corporation requires to inform its decision making

5. Making Recommendations to the Corporation Following appropriate discussion, scrutiny and challenge, the Committee shall recommend to the Corporation for approval: 1. The Quality Strategy 2. Annual targets for recruitment, retention, attendance, pass rates, achievement, progression and destinations of students with the aim of raising standards 3. Annual impact measures for EDI 4. The College's annual Self-Assessment Reports and Quality Improvement Plan and related recommended grades

6. Delegated authority from the Corporation The Corporation has delegated to the Committee the power to advise the College Leadership Group on any changes or developments required to improve the curriculum offer, the College's Quality Strategy, engagement with stakeholders, the student experience or the promotion of EDI, safeguarding and Prevent at the College.

7. Updates to the Corporation The Clerk shall circulate the minutes of each meeting of the Committee to the members of the Corporation.

The Vice Principal Curriculum and Quality shall prepare a Curriculum Report to each meeting of the Corporation to report on matters within the Committee's remit which the Corporation must approve or which are required to inform its decision making and to discharge its functions.

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FINANCE AND GENERAL PURPOSES COMMITTEE TERMS OF REFERENCE (reviewed 13 July 2023) Composition

Principal

Quorum

3 members of the committee

Up to six External Governors (must not include the Chair of the Audit and Risk Committee) appointed by the Corporation Chair

Appointed by the Corporation (and in their absence, any External Governor appointed by the members of the Committee at the meeting)

Meetings

Once per term or otherwise as required

Term of Office

For so long as the Corporation determines

Clerk

Clerk of the Corporation

Co-option

Up to one (external)

Other Contributors

As determined by the Committee

8. Purpose The purpose of the Committee shall be to support the Corporation in discharging its functions of: Overseeing the Corporation's financial governance

Monitoring the Corporation's income and expenditure

Ensuring the effective and proper use of all the Corporation's resources

Considering the Corporation's solvency

9. Remit The Committee shall fulfil its purpose by considering and overseeing the following matters on behalf of the Corporation: Financial Strategy 1. Developing and then monitoring KPIs that affect financial performance and the remit of this Committee 2. Receipt and consideration of management accounts 3. The Corporation's financial activities against annual budget and forecast 4. The Corporation's delivery against targets of financial savings within the annual financial plan 5. Performance of the Corporation's commercial activities and consider proposals to establish new commercial ventures, including through subsidiaries 6. The impact of external environment on the college’s finances and to consider relevant sector benchmark data 7. The overview staffing plans in support of the financial plans 8. The receipt and consideration, and development, of investment and development proposals including major projects, business case development, commercial partnerships and tenders, together with subsequent project implementation, monitoring and evaluation 9. The strategy, effective due diligence and ongoing control and monitoring in relation to acquisitions, subcontracting and partnership activity

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Staff 10. The Corporation's policy towards the national pensions schemes in which the Corporation participates and approval of changes to pension arrangements which do not impact on the overall terms of conditions of the employment of staff 11. The potential equal opportunity impacts of decisions made by the Committee (in accordance with the ‘due regard’ provisions of the Equality Act) 12. The Corporation's people and HR strategy and performance standards, ensuring that the Corporation has the human resources and capacity to deliver it strategic and operational plans 13. On at least an annual basis, the Corporation's staff pay structures

Investment and Borrowing 14. The Corporation's cash and investments 15. The Corporation's Treasury policies 16. The Corporation's borrowing requirements (on a secured or unsecured basis) 17. The Corporation's bank covenants and compliance with the same 18. The performance of the Corporation's bankers, insurance brokers and other financial specialists

Estates and Projects 19. The adequacy, suitability and condition of the estate 20. Appropriate governance of strategic issues relating to the Corporation's estate and digital infrastructure, including asset management, estates and IT projects, maintenance and repair, facilities management, energy and environmental sustainability issues 21. Significant aspects of estate developments in the delivery of the Corporation's capital programme 22. The Corporation's estates/accommodation strategy and its effective use of its estate 23. Proposed capital disposals

Financial Risks 24. Matters concerning the solvency of the Corporation and the safeguarding of its assets 25. The adoption and monitoring of a financial strategy and funding plans that are compatible with the duty to ensure the sustainability and solvency of the Corporation 26. The Corporation's tax arrangements

Subsidiaries 27. The performance of the Corporation's subsidiary companies 28. The formation, acquisition, investment in and wind up of the Corporation's subsidiaries and associated companies

10. Activities of the Committee The Committee shall undertake the following activities on matters within its remit: Overseeing, monitoring, scrutinising and challenging existing and proposed strategies, plans, targets, policies, processes, systems and follow up actions and reporting to the Corporation where necessary to inform its decision making and to enable it to discharge its functions

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making advisory recommendations to the Corporation to inform the discharge of its functions

taking delegated decisions on behalf of the Corporation on specific matters set out in these terms of reference

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11. Reporting to the Corporation Following appropriate discussion, scrutiny and challenge, the Committee shall report to the Corporation (for information only) on: 1. the use of its delegated powers 2. any other matter within its remit that the Committee considers the Corporation requires to inform its decision making

12. Making Recommendations to the Corporation Following appropriate discussion, scrutiny and challenge, the Committee shall recommend to the Corporation for approval: 1. Matters regarding the Corporation's staff pay and remuneration structures 2. The Corporation's borrowing policies and financing arrangements 3. The appointment of bankers, insurance brokers and other financial specialists

13. Delegated authority from the Corporation The Corporation has delegated to the Committee the power to authorise the following commitments on behalf of the Corporation, up to the following thresholds (to be calculated in aggregate): 1. The Corporation entering into contracts for the acquisition of land and property and assets, major adaptations to and the construction of buildings costing: up to £250,000 2. The Corporation entering into contacts for the disposal of assets (other than contracts for the disposal of land and property by way of sale or lease of more than seven years which shall always be referred to the Corporation) of a value of less than £250,000 (with such disposals of a value of less than £150,000 being delegated to the Principal) 3. The Corporation entering into any other transaction or contractual arrangement which: a. Requires investment by the Corporation of; and/or b. Results in the acquisition of potential liabilities of; and/or c. Has a transaction value of; and/or d. Results in the Corporation spending: Up to £250,000, with such decisions or transactions of an aggregate value of less than £150,000 being delegated by the Committee to the Principal For the avoidance of doubt, any such decision above the stated threshold shall be referred to the Corporation for approval.

14. Updates to the Corporation The Clerk shall circulate the minutes of each meeting of the Committee to the members of the Corporation.

The Vice Principal Finance and Business Planning shall prepare a Report to each meeting of the Corporation to report on matters within the Committee's remit which the Corporation must approve or which are required to inform its decision making and to discharge its functions.

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SEARCH AND REMUNERATION COMMITTEE TERMS OF REFERENCE (reviewed 13 July 2023)

Composition

Chair of the Corporation

Quorum

3 members of the committee

Up to four other External Governors The Principal (Search only) Chair

Appointed by the Corporation (and in their absence, any External Governor)

Meetings

Once per year and otherwise as required

Term of Office

For so long as the Corporation determines

Clerk

Clerk of the Corporation

Co-option

Up to one

Other Contributors

Principal (except in relation to their remuneration) Otherwise as determined by the Committee

1.

Purpose

The purpose of the Committee shall be to support the Corporation in discharging its function of determining the pay and conditions of service for senior post holders and the Clerk and to support the effectiveness of the Corporation as a governing body.

2.

Remit

The Committee shall fulfil its purpose by considering and overseeing the following matters on behalf of the Corporation: Search 1. The suitability of candidates for re/appointment as External Members to the Corporation and as members of committees 2. The suitability of the breadth, balance and diversity profile of the Corporation 3. The suitability of the skills, expertise and knowledge of a Governor to achieve its strategic objectives 4. Succession planning for the Chair, Vice Chair and Chairs of Committees 5. The effectiveness of the College's Governor Recruitment and Succession Planning Policy and Procedure 6. The training and development of members of the Corporation

Remuneration

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7. The remuneration package of senior post holders and the Clerk in accordance with the AoC's Remuneration Code and having regard to: a. comparative benchmarking data from the AoC and any other relevant organisations b. any pay awards made to other staff at the College c. the financial health of the College 8. The suitability of policies relating to the remuneration, conduct, discipline, grievance or dismissal of senior post holders from time to time 9. Ensuring that the annual appraisals of senior post holders are completed and performance targets are set and monitored 10. Any compensation payable in the event of early termination of a senior post holder's post

General 11. Such other matters as the Corporation may refer to the Committee from time to time

3.

Activities of the Committee

The Committee shall undertake the following activities on matters within its remit: Overseeing, monitoring, scrutinising and challenging processes, policies and proposals and reporting to the Corporation where necessary to inform its decision making and to enable it to discharge its functions

4.

making advisory recommendations to the Corporation to inform the discharge of its functions and its effectiveness as a governing body

Reporting to the Corporation

Following appropriate discussion, scrutiny and challenge, the Committee shall report to the Corporation (for information only) on: 1. The training and development of members of the Corporation 2. any other matter within its remit that the Committee considers the Corporation requires to inform its decision making.

5.

Making Recommendations to the Corporation

Following appropriate discussion, scrutiny and challenge, the Committee shall recommend to the Corporation for approval:

Search 1. The re/appointment of External Members to the Corporation and members of its committees 2. The skills, expertise and/or backgrounds which are particularly desired in prospective candidates to address any under representation and/or deficiencies in skills and expertise of the Corporation 3. The re/appointment of the Chair, Vice Chair and Chairs of Committees 4. Any amendments to the College's Governor Recruitment and Succession Planning Policy and Procedure Remuneration 5. Any increase in the remuneration package of senior post holders and the Clerk AC_176630432_2 14130.0181.13069882.3

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6. Any amendment to policies within the Committee's remit 7. Any compensation payable in the event of early termination of a senior post holder's post

6.

Delegated authority from the Corporation

The Corporation has not delegated to the Committee any powers.

7.

Updates to the Corporation

The Clerk shall circulate the minutes of each meeting of the Committee to the members of the Corporation.

The Clerk shall prepare a Governance Report to each meeting of the Corporation to report on matters within their and the Committee's remit which the Corporation must approve or which are required to inform its decision making and to discharge its functions.

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ROLE DESCRIPTIONS (reviewed 13 July 2023)

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GOVERNOR ROLE DESCRIPTION 1.

PURPOSE OF THE ROLE To contribute to the work of the Board as laid out below: (a)

the Board, led by the Chair, provides checks and balances to the operational executive team led by the Principal;

(b)

the Board is accountable for its stewardship of public funds to deliver a quality service and for the performance of its legal and statutory duties; and

(c)

the Board sets the strategic direction of the College and monitors College performance by setting targets and agreeing key performance indicators.

2.

DUTIES

2.1

These are specified in the Instrument and Articles of Government. Governors are responsible for: 2.1.1

determination of educational character and ethos;

2.1.2

articulation of vision, values and strategic direction;

2.1.3

approving the quality strategy of the institution;

2.1.4

oversight and monitoring of college activities;

2.1.5

effective and efficient use of resources;

2.1.6

financial probity;

2.1.7

safeguarding assets;

2.1.8

approving annual estimates of income and expenditure and three year; financial plan;

2.1.9

approving strategic plan;

2.1.10

appointment, grading, suspension, dismissal, appraisal and determination of pay and conditions of the Principal, designated Senior Post Holders and the Clerk;

2.1.11

setting framework for pay and conditions of service of all other staff;

2.1.12

agreeing retention and achievement targets, monitoring academic achievement and raising standards; and

2.1.13

ensuring the correct policies and procedures necessary to fulfil its legal obligations.

2.2

The time commitment required of a governor is between five and eight hours a month.

3.

ELIGIBILITY

3.1

Governors are required to make an annual declaration of eligibility and of interests. This is held by the Clerk and is made available to members of the public on request.

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3.2

A person is not eligible to be a Governor of an FE college if they have been declared bankrupt within the last three years or served a sentence for a conviction within the last five years, or been removed from office as a member of an FE Board within the last ten years.

3.3

Governors should not normally have a teaching role or be a student at the college unless they are appointed as staff or student members.

3.4

Although not a statutory requirement, Governors are required to agree to Disclosure and Barring service (DBS) criminal record checks on appointment.

3.5

Governors are required to participate in an annual one to one with the Chair.

4.

GOVERNOR PERSON SPECIFICATION

4.1

Core Elements Governors should be able to demonstrate:

4.2

(a)

an active interest in further and higher education;

(b)

commitment to lifelong learning and the role of the college as a major provider of education and training;

(c)

commitment to promoting equality and diversity;

(d)

commitment to quality and raising standards;

(e)

willingness to promote the College within the community it serves;

(f)

ability to work positively with others and to contribute as a member of a team;

(g)

agree policies and strategies and ensure these can be monitored and implemented;

(h)

ability to make reasoned decisions and to act honestly, diligently and in good faith;

(i)

ability to contribute to establishing performance targets and the monitoring of performance against these; and

(j)

commitment to attend Board Meetings, Committees and other governor events and training sessions.

Generic Skills 4.2.1

Strategic awareness.

4.2.2

Financial awareness.

4.2.3

Vision and commitment.

4.2.4

Ability to share and work to common values.

4.2.5

Critical listening and appraisal skills.

4.2.6

Ability to ask probing questions.

4.2.7

Analytical and problem-solving abilities.

4.2.8

Integrity to act without self-interest.

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4.2.9

Ability to work within a framework of collective decision-making in the best interests of the Board and College.

4.2.10

Awareness of standards in public life, public accountability and a determination to abide by them.

4.2.11

Communication skills and the ability to influence.

4.2.12

A commitment to the promotion of the College Equal Opportunities and Health & Safety Policies and other key policies

4.3

An appointment as a governor of this College is a public appointment. All governors are required to abide by the Board’s Code of Conduct, which is based on the seven principles of public life (the ‘Nolan’ principles): selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

4.4

All governors, including staff and student governors, work on a voluntary basis.

4.5

The College will meet reasonable out-of-pocket expenses incurred by governors in the performance of their duties on request. These might include travel expenses incurred in attending external training courses or meetings.

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STAFF GOVERNOR ROLE DESCRIPTION 1.

PURPOSE OF THE ROLE

1.1

With a role similar to that of a non-executive director, staff governors, as members of the Board, are expected to play a full part in College governance, including: 1.1.1

setting the strategic direction of the College;

1.1.2

assigning roles and responsibilities;

1.1.3

establishing and modelling the College’s values and ethos;

1.1.4

ensuring that appropriate systems are in place to achieve the College’s strategic aims and manage risks;

1.1.5

developing leadership; and

1.1.6

ensuring that the College and its staff meet the expectations of those to whom it is accountable - students, employers and the communities that it is there to serve.

1.2

Attend Board meetings and contribute to discussions from an individual perspective, informed by experience as an employee, but always with regard to the interests of the College as a whole.

1.3

Ensure that other governors understand the likely impact of Board decisions on staff and on other stakeholders (such as students or employers) of whom the staff governor has direct knowledge.

1.4

Support the Principal and Clerk in improving staff understanding of the role and activities of the governing body.

1.5

Work with members of any staff council or similar body, including any governor representatives, to promote effective communication between staff and the Board.

1.6

Act as ambassador for the College in the wider community.

2.

PRINCIPAL RESPONSIBILITIES A Staff Governor’s responsibilities include:

2.1

playing an appropriate part in ensuring that the necessary business of the College is carried on efficiently, effectively, and in a manner appropriate for the proper conduct of public business;

2.2

making rational and constructive contributions to debate and making knowledge and expertise available to the College as opportunities arise;

2.3

ensuring that the College acts in accordance with its Instrument and Articles of Government; and with the College’s internal rules and regulations;

2.4

overseeing the delivery of planned results by monitoring performance against objectives and targets; and

2.5

accepting collective responsibility for the decisions reached by the Corporation.

3.

PERSONAL SPECIFICATION

3.1

Knowledge of the college’s vision.

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3.2

An ability to understand a broad-based view of issues and events and perceive their long-term strategic impact through direct experience of working at a middle to senior level.

3.3

Good inter-personal skills, including discretion and diplomacy, to form and maintain sound and appropriate working relationships with individual members of the Board, the College Leadership Group and external contacts.

3.4

Excellent communication skills in order to deal effectively with a wide range of people both internally and externally including the Board’s strategic contacts.

3.5

Enthusiasm in the Board’s continuing drive for excellence and its strategic aims.

3.6

Availability for attendance at meetings and other College events, including evenings.

3.7

An understanding of the education sector and/or empathy with the role and function of further education.

3.8

An understanding of the legal and regulatory framework in further education

4.

APPOINTMENT

4.1

An appointment as a staff governor is a public appointment. All governors are required to abide by the Board’s Code of Conduct, which is based on the seven principles of public life (the ‘Nolan’ principles): selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

4.2

All governors, including staff and student governors, work on a voluntary basis. The College meets reasonable out-of-pocket expenses incurred by governors in the performance of their duties upon request. These might include travel expenses incurred in attending external training courses or meetings.

4.3

A staff governor is usually appointed for a term of up to two years and is eligible for reappointment.

Notes The Instrument of Government states at clause 10(4): That where the matter under consideration by the Corporation or any of its committees relates to the pay and conditions of all staff, or all staff in a particular class, a staff member: (a)

need not disclose a financial interest; and

(b)

may take part in the consideration of the matter, vote on any question with respect to it and count towards the quorum present at that meeting, provided that in so doing, the staff member acts in the best interests of the Corporation as a whole and does not seek to represent the interests of any other person or body, but

(c)

shall withdraw from the meeting if the matter is under negotiation with staff and the staff member is representing any of the staff concerned in those negotiations.

The Instrument of Government states at clause 13(5): Except as provided by procedures made pursuant to article 16 of the Articles of Government, a member of the Corporation who is a member of staff at the institution, including the Principal, shall withdraw: (a)

from that part of any meeting of the Corporation, or any of its committees, at which staff matters relating solely to that member of the staff, as distinct from staff matters relating to all members of staff or all members of staff in a particular class, are to be considered;

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(b)

from that part of any meeting of the Corporation, or any of its committees, at which that member’s reappointment or the appointment of that member’s successor is to be considered;

(c)

from that part of any meeting of the Corporation, or any of its committees, at which the matter under consideration concerns the pay or conditions of service of all members of staff, or all members of staff in a particular class, where the member of staff is acting as a representative (whether or not on behalf of a recognised trade union) of all members of staff or the class of staff (as the case may be); and

(d)

if so required by a resolution of the other members present, from that part of any meeting of the Corporation or any of its committees, at which staff matters relating to any member of staff holding a post senior to that member's are to be considered, except those relating to the pay and conditions of all staff or all staff in a particular class.

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STUDENT GOVERNOR ROLE DESCRIPTION 1.

PURPOSE OF THE ROLE

1.1

As a member of the Board, to play a full part in College governance, including: 1.1.1

setting the strategic direction of the College;

1.1.2

assigning roles and responsibilities;

1.1.3

establishing and modelling the College’s values and ethos;

1.1.4

ensuring that appropriate systems are in place to achieve the College’s strategic aims and manage risks;

1.1.5

developing leadership; and

1.1.6

ensuring that the College and its staff meet the expectations of those to whom it is accountable - students, employers and the communities that it is there to serve.

1.2

Attend Board meetings and contribute to discussions from an individual perspective, informed by experience as a student, but always with regard to the interests of the College as a whole.

1.3

Ensure that other governors understand the likely impact of Board decisions on students and on other stakeholders (such as staff or employers) of whom the student governor has direct knowledge.

1.4

Support the Principal and Clerk in improving student understanding of the role and activities of the governing body.

1.5

Work with members of any Student Focus Groups or similar bodies, including any governor representatives, to promote effective communication between students and the Board.

1.6

Act as ambassador for the College in the wider community.

2.

PRINCIPAL DUTIES

2.1

Preparing for, attending and participating in Board meetings.

2.2

Attending governor training whenever possible taking account of course commitments.

Governors have access to training and other events run by the Association of Colleges (AoC) and the Education and Training Foundation (ETF). Some of this training is specifically designed for student governors. Induction training is also provided for all new governors.

2.3

Attending some of the public and private events at which important stakeholders are present, including student awards ceremonies, open days, recruitment shows and other external events.

2.4

We estimate that the time commitment required of a student governor is between five and eight hours a month.

3.

PERSON SPECIFICATION

3.1

Essential criteria 3.1.1

Not disqualified from becoming a charity trustee (other than by reason of age: there is no prohibition on a student of less than 18 years of age becoming a student governor)

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3.2

3.1.2

Able to attend at least 80 per cent of Board meetings, and to participate in other College events and training sessions as required.

3.1.3

Passionate about education and the difference that it can make to individuals and communities.

3.1.4

An effective communicator, able to support, encourage, challenge and persuade colleagues and stakeholders.

3.1.5

Able to analyse and understand complex problems from different points of view.

3.1.6

Comfortable with the routine use of ICT – able to receive and send emails, download information from websites and from the College’s Intranet, complete forms online and create or modify simple Word (or similar) documents.

3.1.7

Able to empathise with students following different courses and at different levels across the College.

3.1.8

Committed to the College’s core purpose and vision.

Notes 3.2.1

An appointment as a student governor is a public appointment. All governors are required to abide by the Board’s Code of Conduct, which is based on the seven principles of public life (the ‘Nolan’ principles): selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

3.2.2

All governors, including staff and student governors, work on a voluntary basis. The College meets reasonable out-of-pocket expenses incurred by governors in the performance of their duties. These might include travel expenses incurred in attending external training courses or meetings.

3.2.3

Student governors share in the collective responsibility of the Board on an equal footing with all other governors, and participate in all the Board’s discussions, except where these relate to a member or prospective member of staff or the conduct of an individual student. In addition, student governors under 18 are not allowed to vote on proposals involving expenditure, borrowing or entering into contracts.

3.2.4

A student governor is appointed for a term of up to two years.

Notes The Instrument of Government states at Clause 13(7), 13(8) and 13(9) A student member who is under the age of 18 shall not vote at a meeting of the Corporation, or any of its committees, on any question concerning any proposal: (a)

for the expenditure of money by the Corporation; or

(b)

under which the Corporation, or any members of the Corporation, would enter into any contract, or would incur a debt or liability, whether immediate, contingent or otherwise.

Except as provided by rules made under article 18(3) of the Articles of Government relating to appeals and representations by students in disciplinary cases, a student member shall withdraw from that part of any meeting of the Corporation or any of its committees, at which a student's conduct, suspension or expulsion is to be considered.

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In any case where the Corporation, or any of its committees, is to discuss staff matters relating to a member or prospective member of staff at the institution, a student member shall: (a)

take no part in the consideration or discussion of that matter and not vote on any question with respect to it; and

(b)

where required to do so by a majority of the members, other than student members, of the Corporation or committee present at the meeting, withdraw from the meeting.

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CHAIR TO THE CORPORATION ROLE DESCRIPTION 1.

APPOINTMENT

1.1

The Chair shall normally be appointed by the Board from among themselves for such period as the Board decides.

1.2

The Principal, staff members and student members are not eligible to be the Chair or to act as the Chair in their absence.

2.

ACCOUNTABILITY

The Chair is accountable to the Board.

3.

ROLE SUMMARY

3.1

The role of the Chair is fundamental to the Corporation's success. The Chair is responsible for providing effective leadership of the Corporation's Board in the discharge of its duties, in accordance with the Instrument and Articles of Government and the periodic review of the educational character of the College.

3.2

The Chair will provide leadership to ensure that: 3.2.1

the Board delivers highly effective governance for the College, fulfilling the highest standards of corporate governance at all times.

3.2.2

the Board functions as a unit and works closely with the College Leadership Group to achieve the College’s strategy and objectives.

3.2.3

accountability is maintained for the effective and efficient use of resources, and safeguarding the College's students, staff, assets and estate.

3.2.4

the Board offers appropriate challenge and support to the College Leadership Group.

3.2.5

as Chair, support, advice and guidance is provided to individual governors to assist their effective contributions to collective governance.

3.2.6

governors are supported as powerful ambassadors for the College in the wider community as well as to students and staff.

3.3

The Chair will develop strong working relationships with key stakeholders, including employers, local authorities and with Chairs of neighbouring colleges and other educational institutions.

4.

RESPONSIBILITIES

4.1

To continue to develop the Board, which has strategic oversight of the organisation.

4.2

To ensure that the Board meets its external accountabilities and fulfils its duties in determining the College mission, setting and monitoring corporate objectives, articulating the College's vision, and maintaining and developing its ethos.

4.3

To understand and focus on the main strategic issues bearing on the College, whilst being mindful of the College’s responsiveness to the students, employers and communities it serves.

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4.4

To work with the Board and College Leadership Group in setting the educational character of the College; ensuring that students and the skills needs of the local economy are central to decisionmaking processes, with performance measures in place to drive up quality and standards, thereby enhancing the rates of retention and success.

4.5

To strive to ensure that all discussions, decisions, judgements and actions are underpinned and informed by the ‘seven principles of public life’ established by the Nolan Committee.

4.6

To serve as the principal ambassador for the College, bringing enthusiasm and energy in promoting the College’s best interests and reputation, by representing the College at external meetings, presentations, conferences in local, regional and national settings.

4.7

To lead the Board of the organisation in the effective and efficient fulfilment of its duties and responsibilities, as laid down in the Instrument & Articles of Government, the Financial Memorandum and the Audit Code of Practice.

4.8

To provide strong leadership for the Board and to chair its meetings, ensuring that business is conducted efficiently, effectively and in a timely manner ensuring that matters are debated fully, so that all Governors have opportunities to engage and contribute.

4.9

To ensure, in liaison with the Principal and the Clerk, that appropriate issues are brought before the Board.

4.10

To ensure that the discussions and decisions of the Board are properly summarised and recorded in the minutes as well as following up actions to be taken.

4.11

To exercise any specific authority delegated by the Board and to act on the Board's behalf between meetings or, where necessary, in emergencies, in accordance with the Standing Orders.

4.12

To build a team of governors with the right skills, experience and diversity of backgrounds and perspectives for the successful oversight of the College.

4.13

To develop a productive working relationship between the Chair, the Principal, the Clerk and the Senior Post-holders, based on a full understanding of the role of the Board in the governance of the College and the difference between governance and management.

4.14

To ensure that there is an active succession plan in place which fosters good governance and opportunities for individual governor development as laid out in the Code of Governance.

4.15

To delegate effectively, to provide opportunities for governor development and making best use of governors’ areas of expertise.

4.16

To lead and to contribute to the annual self-assessment of governance.

4.17

To ensure that the College’s agreed procedures are followed in any matter of staff discipline which falls to the Board to determine.

4.18

To discuss with the Clerk, where necessary, any matters relating to an individual Member’s attendance, performance or conduct, and to agree on such action as should be taken.

4.19

To be willing to attend any necessary and appropriate professional development, whenever practicable.

4.20

To act as critical friend to the Principal in matters upon which they wish to confer and, where appropriate, to offer both general and specific support to the Principal where strategic, major or contentious issues are concerned.

4.21

To lead the process of appointing, and setting the terms and conditions for, the Chief Executive/Principal/Accounting Officer and other designated Senior Post Holders.

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4.22

To be responsible for the annual appraisal of the Principal and the Clerk.

4.23

To promote good working relations between members and staff through regular dialogue and engagement in specific College activities such as Student or Staff Awards events.

5.

PERSONAL QUALITIES

The qualities required of the Chair of the Corporation are: 5.1

a strong personal commitment to Further Education and the values, aims and objectives of the College.

5.2

be available to attend induction/training/events organised by the College and other bodies.

5.3

a willingness to devote the necessary time and effort to their duties as Chair and member of the Board.

5.4

political awareness and an understanding of the economic, social and political dynamics of the region.

5.5

strategic vision and good, independent, judgement.

5.6

be willing and confident to challenge and engage others in debate.

5.7

honesty and integrity and respect for confidentiality.

5.8

skills of networking, influencing and advocacy.

5.9

an understanding of the importance of and a commitment to equality, diversity and inclusion.

5.10

respect for confidentiality.

5.11

financially astute.

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VICE CHAIR TO THE CORPORATION ROLE DESCRIPTION 1.

APPOINTMENT

1.1

The Vice-Chair shall normally be appointed by the Board from among themselves for such period as the Board decides.

1.2

The Principal, staff members and student members are not eligible to be the Vice-Chair or to act as the Vice-Chair in their absence.

2.

ACCOUNTABILITY

The Vice-Chair is accountable to the Chair and the Corporation itself.

3.

RESPONSIBILITIES

The Vice-Chair will support the Chair to ensure that Board observes the principles of public life and operates effectively. In doing so, the principal duties of the Vice-Chair are: 3.1

Assist the Chair in performing their duties & responsibilities

3.2

Perform the responsibilities of the Chair during their absence.

3.3

Chair meetings of the Corporation in the absence of the Chair and ensure that it functions effectively

3.4

Provide advice as required to the Principal and to other senior management members in all matters concerning the interests of the Corporation.

3.5

Attend training and induction as required to carry out the role of Vice-Chair and member of Board.

3.6

To be available to members of the Board, whether individually or collectively, should they have concerns which contact through the normal channels of the Chair and/or Clerk, has failed to resolve or where such contact is inappropriate.

4.

PERSONAL QUALITIES

The qualities required of the Vice-Chair are: 4.1

a strong personal commitment to Further Education and the values, aims and objectives of the College.

4.2

a willingness to devote the necessary time and effort to their duties as Vice- Chair and member of the Board.

4.3

political awareness and an understanding of the economic, social and political dynamics of the region.

4.4

strategic vision and good, independent, judgement.

4.5

be willing and confident to challenge and engage others in debate.

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4.6

honesty and integrity and respect for confidentiality.

4.7

skills of networking, influencing and advocacy.

4.8

an understanding of the importance of and a commitment to equality and diversity.

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COMMITTEE CHAIR ROLE DESCRIPTION 1.

APPOINTMENT A Committee Chair shall normally be appointed by the Board from among themselves for such period as the Board decides.

2.

ACCOUNTABILITY The Committee Chair is accountable to the Corporation.

3.

ROLE SUMMARY

3.1

Ensure meetings are called and held in accordance with the College’s terms of reference for the relevant committee.

3.2

In consultation with the Principal, Clerk and/or other Board or committee members, establish and confirm an agenda for each meeting.

3.3

Chair the committee meetings.

3.4

Provide leadership & ensure committee members are aware of their obligations and that the committee complies with its responsibilities.

3.5

Ensure there is sufficient time during the meeting to fully discuss agenda items.

3.6

Ensure that discussion on agenda items is relevant, productive and professional.

3.7

Ensure minutes are complete and accurate, retained, and actions are followed up at the next meeting.

3.8

Ensure a clear flow of two-way information between the committee and the Board.

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LINK GOVERNOR ROLE DESCRIPTIONS LINK GOVERNOR ROLE DESCRIPTION EMPLOYER PROVISION Link Manager – Carina Tomlinson Vice Principal Curriculum & Quality (carina.tomlinson@eastdurham.ac.uk)

1.

ROLE

1.1

The role of Link Governors is to work with the College Leadership Group on specific areas of strategic importance to support the achievement of our mission.

1.2

The Employer Provision Link Governor plays an important role in ensuring oversight and scrutiny of the Corporation's approach to provision that is designed to meet employers’ needs, including but not limited to, apprenticeships and distance learning. This is important because all Governing bodies have a statutory duty to review how well provision meets local employment needs

2.

EMPLOYER PROVISION

In addition to the role and responsibilities contained in the College's Governor role description, the particular role of the Employer Provision Link Governor is to: 2.1

Have an oversight of the College’s provision designed to meet local employment needs by attending at least one on-site, pre-arranged meeting with the Vice-Principal Curriculum & Quality and appropriate team members per year to understand the latest employment market intelligence and how this shapes the College’s response.

2.2

Provide scrutiny about measures to assess the effectiveness of the College’s offer in meeting local needs, for example employer satisfaction and progression into employment data.

2.3

Observe at least one employer engagement event annually, for example observing at an employer representative body meeting.

2.4

Take a lead on behalf of the Board, liaising with the link manager, on any aspects of employer provision determined by the Board that require further scrutiny or challenge.

2.5

Act as an ambassador for employer provision, for example proactively seek opportunities for the College to work with new employers in their networks.

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LINK GOVERNOR ROLE DESCRIPTION EQUALITY & DIVERSITY Link Manager – Helen McCoy Assistant Principal Performance (helen.mccoy@eastdurham.ac.uk)

1.

ROLE

1.1

The role of Link Governors is to work with the College Leadership Group on specific areas of strategic importance to support the achievement of our mission.

1.2

The Equality & Diversity Link Governor plays an important role in ensuring oversight and scrutiny of the equality and diversity strategy, policy, procedures, practice and reporting on behalf of the Corporation.

2.

EQUALITY & DIVERSITY

The role as Link Governor for Equality & Diversity is to: 2.1

Have an oversight of the systems and procedures in place to ensure they cover all aspects of duties under the Equality Act 2010, including the public sector equality duty (PSED), by attending at least one pre-arranged on-site meeting with the link manager to learn how equality of opportunity is afforded to all students and staff.

2.2

Observe at least one Equality & Diversity Committee annually.

2.3

Gather the views of students and their experiences of the College’s approach to equality and diversity through Student/Governor Focus Groups and/or conferences.

2.4

Take a lead on behalf of the Board, liaising with the link manager, on particular aspects of equality and diversity deemed by the Board to require further scrutiny.

2.5

Attend the annual self-assessment validation where the judgements on equality and diversity are made before approval by the full Board.

2.6

Act as an ambassador for the College in relation to identifying networks and other support to help the College excel in the field of equality and diversity.

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LINK GOVERNOR ROLE DESCRIPTION SAFEGUARDING & INCLUSIVE LEARNING Link Manager – Alfie Wilkinson Director of Inclusive Learning and Designated Safeguarding Lead Officer

1.

ROLE

1.1

The role of Link Governors is to work with the College Leadership Group on specific areas of strategic importance to support the achievement of our mission.

1.2

The Safeguarding and Inclusive Learning Link Governor plays an important role in ensuring oversight and scrutiny of the safeguarding policy, procedures and practice on behalf of the Corporation as well as its approach to inclusive learning.

2.

SAFEGUARDING AND INCLUSIVE LEARNING

The role of the Safeguarding and Inclusive Learning Link Governor is to provide assurance to the Board that the policies and procedures designed to keep all students safe are effectively implemented.

2.1

Have an oversight of the effective implementation of all aspects of safeguarding practice by attending at least one pre-arranged on-site meeting with the Designated Safeguarding Lead to gain a clear understanding of the arrangements in place to safeguard all students, including staff employment checks and training, online recording systems for welfare concerns, and how the college liaises with relevant external agencies.

2.2

Observe at least one safeguarding team meeting annually.

2.3

Gather the views of students about how safe they feel through Student/ Governor Focus Groups and/or conferences.

2.4

Take a lead on behalf of the Board, liaising with the link manager, on aspects of safeguarding, as and when they arise, that the Board deem require further scrutiny.

2.5

Attend the annual self-assessment validation where judgements on the effectiveness of safeguarding are made before approval by the full Board.

2.6

Act as an ambassador for the College in relation to identifying networks and other support to help the College excel in areas relating to the safeguarding of students.

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LINK GOVERNOR ROLE DESCRIPTION TEACHING AND LEARNING Key Link Manager – Helen McCoy Assistant Principal Performance (helen.mccoy@eastdurham.ac.uk)

1.

ROLE

1.1

The role of Link Governors is to work with the College Leadership Group on specific areas of strategic importance to support the achievement of our mission.

1.2

The Teaching and Learning Link Governor plays an important role in ensuring oversight and scrutiny of the quality of teaching and learning at the College.

1.3

The Association of College's (AoC) Code of Good Governance for English Colleges states that College Governors must "Foster exceptional teaching and learning". It is therefore crucial that the Governors have sufficient oversight over teaching and learning in the College. A key part of the Link Governor role is to bring the knowledge gained from the activities described below to provide support and challenge to the link manager in terms of the impact of actions taken to improve teaching, learning and assessment in line with strategic objectives.

2.

TEACHING AND LEARNING

In addition to the role and responsibilities contained in the College's Governor role description, the particular role of the Teaching and Learning Link Governor is to: 2.1

Have an oversight of the effectiveness of internal processes that assure and improve the quality of teaching, learning and assessment by attending at least one pre-arranged visit to the quality team annually to learn about the existing processes in place to monitor and improve teaching, learning and assessment for all types of learning.

2.2

Observe at least one aspect of the quality assurance processes annually, for example a learning walk conducted by the quality team.

2.3

Gather the views of students and their experiences of teaching, learning and assessment through Student/Governor Focus Groups and/or conferences.

2.4

Provide scrutiny to the quality processes in relation to staff workload to ensure that the processes add value and identify themes for effective staff development to improve teaching, learning and assessment on an on-going basis.

2.5

Ensure that a Quality Policy is approved by the Board annually, which contains clear statements/aspirations for improving teaching, learning and assessment.

2.6

Take a lead on behalf of the Board, liaising with the link manager, on particular aspects of teaching, learning and assessment, as and when they arise, that require further scrutiny.

2.7

Attend the annual self-assessment validation where the judgements on teaching, learning and assessment are made before presentation to the full Board.

2.8

Act as an ambassador for the College in relation to identifying networks and other support to help the College excel in the quality of teaching, learning and assessment provided for all types of learning.

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STANDING ORDERS FOR THE CONDUCT OF CORPORATION BUSINESS

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STANDING ORDERS FOR THE CONDUCT OF CORPORATION BUSINESS (reviewed 13 July 2023) 1.

INTRODUCTION

1.1

These Standing Orders supplement the provisions of the Further and Higher Education Act 1992 (the Act) and the Instrument and Articles of Government of the Corporation (I&A). In the event of any conflict between these Standing orders and either or both of the Act and the Instrument and Articles, the Act then the Instrument and Articles shall prevail.

1.2

Every Governor and any other Committee member shall be bound by these Standing Orders.

2.

TITLE

2.1

The Corporation shall also be known as the Board of East Durham College, hereafter referred to as the Board.

3.

COMPOSITION OF THE BOARD Further to Clause 2 and 3 of the Instrument of Government the Board has determined that the Corporation shall comprise:

3.1

Up to 14 External Members of the Corporation;

3.2

The Principal;

3.3

At least 1 and not more than 2 Staff Members; and

3.4

At least 1 and not more than 3 Student Members.

4.

APPOINTMENT OF CHAIR AND VICE-CHAIR TO THE CORPORATION

Further to Clause 5 of the Instrument of Government the Board has determined that the Chair and the Vice-Chair shall hold office from the date of their appointment as such until their respective term of office as a Governor ceases unless either wishes to step down from such role before the end of their term of office.

5.

TERMS OF OFFICE

Further to Clause 8 of the Instrument of Government the Board has determined that: 5.1

External Members shall serve for a term of office of up to four years and may be re-appointed.

5.2

Staff Members shall serve for a term of office of two years and may be re-appointed.

5.3

Student Members shall serve for a term of office of one year and may be re-appointed.

5.4

Members retiring at the end of a term of office shall be eligible for re-appointment for further terms of office upon the recommendation of the Search & Remuneration Committee.

5.5

The Board must be satisfied that it is in the best interests of the Corporation for the Member to be reappointed for a further term and must document the reasons for such reappointment.

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6.

TERMINATION OF MEMBERSHIP

Further to Clause 9 of the Instrument of Government the Board has determined that: 6.1

The Chair or in their absence (or in their case) the Vice-Chair, may suspend a Governor from their duties for serious misconduct (including serious breach of the Corporation's Code of Conduct) or for some other good or urgent cause pending a decision of the Corporation as to whether that Member should be removed from office pursuant to Clause 9(2) of the Instrument of Government.

6.2

The Chair or Vice-Chair shall notify the Member in writing of their suspension and the reasons for it and shall notify the Corporation of the suspension as soon as possible. The question of whether the Member should be removed from office or not, should be considered by the Corporation as soon as is practicable after the suspension.

6.3

A suspended Governor shall not be entitled to attend any meetings of the Corporation or its Committees or to receive Corporation or Committee papers save those in the public domain or to attend other Corporation or College events, unless agreed otherwise by the Chair or Vice-Chair.

Nothing in this paragraph, however, shall prevent the suspended Member in question from being able to make representations to the Corporation in relation to their continued suspension or removal from Office.

6.4

The membership of a Member (other than a Staff Governor or Principal) who enters into a contract of employment with the College shall cease on the date on which such contract of employment is signed and that position shall become vacant with effect from that date.

7.

MEMBERS NOT TO HOLD INTERESTS IN MATTERS RELATING TO THE INSTITUTION

Further to Clause 10 of the Instrument of Government the Board has determined that: 7.1

An interest does not have to be financial for the purpose of disclosure. If it is likely or would, if publicly known, be perceived as being likely to interfere with the exercise of a Member’s independent judgement the procedures in 10(1) of the Instrument must be followed.

7.2

The Board shall maintain a Register of Interests to include all Members and Senior Post Holders with significant financial responsibilities. The register shall be maintained by the Clerk and updated annually.

8.

MEETINGS

Further to Clause 11 of the Instrument of Government the Board has determined that: 8.1

any Member may submit proposals for items to be included on the Agenda, and in such circumstances any relevant details or reports shall be sent to the Clerk in an appropriate format, at least 10 clear days before the date of the meeting.

8.2

the Clerk shall bring any item(s) to the attention of the Chair who will decide whether or not these should be included on the Agenda concerned.

8.3

if the Chair decides the item(s) shall not be included on the Agenda they shall be required to give reasons at the next Board meeting.

8.4

items to be included under “Any Other Business” shall not be encouraged in the ordinary course of business but items to be included under this heading should normally be sent to the Clerk 3 working days before the meeting in order that they may be put to the Chair for inclusion.

8.5

a special meeting of the Board may be called at any time by the Chair or at the request, in writing, of any 5 members. Where the Chair, or in their absence the Vice Chair so directs, on the grounds that there are matters demanding urgent consideration, it shall be sufficient if the written

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notice covering the meeting and the Agenda thereto are given within such period, being less than 7 days, as they specify.

8.6

the summons to a special meeting will set out the business to be conducted. No other business other than that set out shall be considered at the meeting.

8.7

the Principal/Chair shall consult with the Chair/Principal or in their absence the Vice Chair, in respect of matters within the areas of responsibility of the Board which have in general terms been delegated to the Chair and which are of an urgent nature or on which a decision cannot be delayed. The action taken in respect of such matter shall be reported to the next full meeting of the Board.

9.

PROCEEDINGS OF MEETINGS

Further to Clause 13 of the Instrument of Government the Board has determined that: 9.1

all decisions taken at a meeting of the Board need not be decided by a formal vote. The Chair can ask the Members present for their agreement to the proposal in question at the conclusion of the discussion and only call for a vote if there is a clear expression of dissent or if it is a matter of significant importance.

9.2

a formal vote must be taken should an individual member request this on a particular issue.

9.3

if a formal vote is taken the number voting for and against the proposal can be recorded in the minutes if requested by a majority of the members present.

9.4

the Board will decide the circumstances in which a secret ballot should be held or in which those voting against the proposal should be recorded. Whether or not a recorded vote has taken place or a decision has been made by secret ballot, a dissenting member shall have the right to have his or her disagreement recorded in the minutes.

9.5

no resolution of the members may be rescinded or varied at a subsequent meeting of the Board unless its reconsideration is a specific item of business on the agenda for that meeting. Any member wishing to take action in this situation must put their reasons in writing to the Clerk who will consult the Chair on the matter.

9.6

where a Member will be required to leave the meeting due to a declared conflict of interest or to otherwise conform to the requirements of the Instrument and Articles of Government, papers relating to that item will not be made available to the individual concerned.

9.7

in situations where the staff and student Members may be required by resolution to withdraw at the meeting, then papers relating to that item will not be made available to those members prior to the meeting. If a decision is taken that those Members may remain, they will be provided with the papers and an opportunity to consider them at the meeting.

10.

MINUTES

Further to Clause 14 of the Instrument of Government the Board has determined that: 10.1

apologies for absence at all Board and Committee meetings will be noted at the commencement of the meeting.

10.2

at every meeting of the Board where the minutes of the last meeting are an agenda item they shall be taken as the first agenda item except where the appointment of the Chair or Vice Chair or a Member takes precedence or where there is a practical reason for a change in the agenda.

11.

PUBLIC ACCESS TO MEETINGS

Further to Clause 15 of the Instrument of Government the Board has determined that:

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11.1

any person who is not a Governor or a properly appointed member of a committee of the Corporation wishing to attend a meeting of the Corporation or a committee of the Corporation shall put their reasons in writing to the Clerk at least 7 days prior to the meeting. The Chair and the Principal will then agree, or otherwise, the appropriateness of the attendance.

11.2

the above statement shall be made available during normal office hours at the College to any person wishing to inspect it.

11.3

the Corporation’s statement regarding public access to meetings shall be published on the College’s website.

12.

PUBLICATION OF MINUTES AND PAPERS

Further to Clause 16 of the Instrument of Government the Board has determined that: 12.1

The following matters will be deemed confidential and will not be published: 12.1.1

items of business relating to named members of staff or students

12.1.2

matters of financial negotiations

12.1.3

matters which the Board itself, from time to time, decide to treat as confidential.

12.2

Each Member present at the meeting or subsequently receiving the minutes is bound by any decision on confidentiality and shall not divulge to any person who is not a member of the Board any aspect of the Board’s consideration of the issue, except as may be authorised by the Board.

12.3

There may be occasions when the Board decides that it is the discussion of an issue or the named individuals concerned that should be regarded as confidential rather than the fact that the issue has been discussed and a decision taken. In these circumstances it shall be open to the Board to decide that a separate minute is not necessary and the minutes should record the decision but not contain any reference to the discussion or to any individual involved.

12.4

A proposal regarding confidentiality shall be made in the report relevant to the agenda item and any additional advice provided by the Clerk. The Board shall be deemed to have accepted the confidential or non-confidential nature of an agenda item or report unless it takes a decision to the contrary.

12.5

Agendas and approved minutes, excluding confidential items, shall be made available on the College’s website for a minimum period of twelve months.

12.6

The Clerk shall advise the Corporation annually as to whether any material excluded from inspection should be made available for inspection where the reason for dealing with the matter on a confidential basis no longer applies, or where the public interest in disclosure outweighs that reason.

13.

APPLIATION OF THE SEAL

Further to Clause 19 of the Instrument of Government the Board has determined that: 13.1

The Corporation’s Seal shall be retained for safekeeping in the main College safe at the Willerby Grove campus.

13.2

The Corporation shall authenticate the application of the seal of the Corporation by the signature of the Chair and any other member of the Corporation. Where the Chair is not available, any two members of the Corporation (other than any student governors) are authorised generally to authenticate the application of the seal of the Corporation.

14.

ALLOWANCES TO MEMBERS

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The Board has further determined that: 14.1

No allowances will be paid to Members which remunerate them for services as Members.

14.2

Reasonable travelling and subsistence expenses shall be paid to Members for attendance at Board meetings and Committees meetings upon request.

14.3

Members attending approved conferences and training may claim out of pocket expenses as follows and on production of receipts: 14.3.1

Travel costs up to a maximum of the first class rail fare

14.3.2

Approved accommodation costs

14.3.3

Reasonable meal costs

14.3.4

Necessary car parking charges

14.3.5

Reasonable taxi costs

14.3.6

Mileage at the approve College rate which is set in relation to HMRC dispensation

14.4

Members shall be paid travelling expenses when representing the Board at meetings other than Board meetings and Committee meetings at the approved College milage rate set in relation to HMRC dispensation.

15.

APPOINTMENT OF A PRINCIPAL

The Board has further determined that: 15.1

Staff and Student Members and the outgoing Principal may contribute to the selection process for the appointment of a new Principal by way of pre-interview evaluation of candidates but will not be eligible for appointment as voting members on the formal Selection Panel.

16.

VISITS TO THE COLLEGE

The Board has further determined that: 16.1

Board members wishing to visit the College shall give notice of their intention to the Principal or applicable member of the College Leadership Group, outlining any areas or details of any information they wish to see.

17.

PUBLICATION OF BOARD MEMBERS NAMES AND ADDRESSSES

The Board has further determined that: 17.1

The names of Board members, but not their addresses, may be published in key College documents and on the College's website.

18.

INDIVIDUAL PROFESSIONAL ADVICE FOR BOARD MEMBERS

The Board has further determined that: 18.1

In relation to Board members wishing to seek independent professional advice on their legal, accounting and regulatory duties, the Chair is authorised to pay or contribute up to £3,000 towards the cost of such independent professional advice provided that the payment of all such payments and contributions in any financial year of the College does not exceed £15,000 .

19.

RESOLVING DIFFICULTIES

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The Board has further determined that: 19.1

Where the Clerk considers that the Board is acting inappropriately and/or beyond its powers: 19.1.1

it is the assumption that the Clerk’s advice will generally be respected and accepted if it is correct.

19.1.2

there may be occasions when the Clerk feels that their advice is being disregarded or over-ruled, and that because of this the proper conduct of the Board is being put at risk. Should matters reach this stage, the Clerk shall make every effort to resolve the matter through the avenues available to them within the College and be certain that the reason for their concerns is understood. Depending on the nature of the problem and the response the Clerk receives they shall take some or all of the following steps to ensure that the issue has been covered adequately by all concerned within the College:

19.1.3

(a)

Put in writing to the Chair or Principal the reasons for the concern

(b)

Inform the Chair of the Audit and Risk Committee if the issue is relevant to that committee’s terms of reference

(c)

Consult the College’s external auditor

(d)

Seek legal advice up to a financial limit of £3,000

Should no action result from the above sequence of steps and if the grounds for concern, in the view of the Clerk, still present a threat to the proper governance of the College and/or may result in action which is outside the powers of the Board the matter shall be raised externally as follows: (a)

The Clerk shall seek advice from the Chief Executive of Skills Funding and inform the Chair and Principal that this has been done letting them have sight of any correspondence and shall report that advice and implications to the Board.

(b)

Any action taken in good faith by the Clerk in the above circumstances will not be subject to disciplinary action under the College’s disciplinary procedures.

20.

PROCEDURE FOR VARYING STANDING ORDERS

20.1

The Board may add to, vary or revoke these Standing Orders by a majority vote at any time.

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CODE OF CONDUCT FOR GOVERNORS

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CODE OF CONDUCT (reviewed 13 July 2023) 1.

INTRODUCTION

1.1

This Code is intended as a guide, to indicate the standards of conduct and accountability which are expected of Governors, to enable them to understand their legal and ethical duties and to assist them both in carrying out those duties and in their relationship with the Board and the Principal as the Chief Executive. This Code therefore is aimed at promoting effective, well informed and accountable college governance, and is not intended to be a definitive or authoritative statement of the law or good practice.

1.2

If a Governor is in doubt about the provisions of this Code, the Clerk should be consulted and, if necessary, professional advice should be obtained. However, ultimate responsibility for the appropriateness of conduct as a Governor and for any act or omission in that capacity rests with the individual Governor.

1.3

This Code applies to every committee or working party of the Board and to every subsidiary company or joint venture of the Corporation to which Governors may be appointed.

1.4

By accepting appointment to the Corporation, each Governor agrees to accept the provisions of this Code as amended from time to time.

1.5

Each Governor by accepting the provisions of this Code agrees that any breach of the Code by them may lead to the termination of their appointment as a Member of the Corporation in accordance with Clause 9 of the Corporation’s Instrument of Government.

2.

INTERPRETATION

In this Code:College means East Durham College; College Core Values means those Core Values set out at paragraph 3.2 of this Code or such other core values as may be agreed by the Corporation from time to time; Corporation means the further education corporation which was established for the purpose of conducting the College; Governor, Chair, Principal and Clerk mean respectively the Member of the Corporation of the College, the Chair of the Corporation, the Principal of the College and the Clerk of the Corporation; DfE means the Department for Education; ESFA means the Education Skills Funding Agency or any successor body; all other definitions have the same meanings as given in the College’s Instrument and Articles of Government.

3.

MISSION VALUES AND GOALS

3.1

The College's mission values and goals can be found on its website.

3.2

Governors should have due regard to the College's mission values and goals when conducting the business of the Corporation and considering the activities and proposed activities of the College.

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3.3

The Board recognises its obligations to all those with whom it and/or the College have dealings, including students, employees, suppliers, other educational institutions and the wider community.

In particular, the Board is committed to: 3.3.1

having close regard to the voice of the learner;

3.3.2

combating discrimination and promoting equality, diversity and inclusion;

3.3.3

committing to the highest standards of safeguarding;

3.3.4

committing to its duty to prevent people from being drawn into terrorism of any kind;

3.3.5

ensuring freedom of speech for members of the College community and visiting speakers; and

3.3.6

engaging with the community which the College serves in order to understand and meet its needs.

3.4

The Board is also committed to ensuring that it conducts its business in accordance with the highest ethical standards and the AoC's Code of Good Governance, as amended from time to time.

4.

DUTIES

4.1

Governors are in the position of charity trustees and as such owe a fiduciary duty to the Corporation. This means that they should act in good faith in its best interests, safeguarding its assets and managing any conflict or perceived conflict of interest. Each Governor should act honestly, diligently and (subject to the need for collective responsibility) independently. The actions of Governors should promote and protect the good reputation of the Corporation and the College and the trust and confidence of those with whom it deals.

4.2

Decisions taken by Governors at Board and Committee meetings must not be for any improper purpose or personal motive. Decisions taken must always be for the benefit of the Corporation and the College, its students and staff and other users of the College and must be taken with a view to safeguarding public funds. Accordingly, Governors must not be bound in their speaking and voting by mandates given to them by other bodies or persons (including any body that elected them).

4.3

Governors must observe the provisions of the College’s Instrument and Articles of Government and in particular the duty to give immediate notice to the Clerk should they become disqualified from continuing to hold office and also the responsibilities given to the Corporation by the College’s Articles of Government. Those responsibilities, including a list of “reserved” responsibilities which are so important that they must not be delegated.

4.4

Governors should comply with the Standing Orders and Terms of Reference of Committees to ensure that the Corporation conducts itself in an orderly, fair, open and transparent manner.

Governors must keep those Standing Orders and Terms of Reference under periodic review.

4.5

Governors should also have regard to the different, but complementary, responsibilities given to the Principal as the College’s Chief Executive. The key responsibilities given to the Principal are set out in the Articles of Government. Whereas it is the Board's function to set strategic objectives and the overall strategic direction of the Corporation and the College, and to monitor the performance of the Principal and any other Senior Postholders, it is the Principal’s role to implement the Board's decisions, and to manage the College’s affairs within the budgets and framework set by the Board. Governors should work together so that the Board and the Principal as Chief Executive perform their respective roles effectively.

4.6

Governors should refer to the Clerk for advice relating to the governance functions and have regard to the Clerk’s independent advisory role.

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5.

STATUTORY ACCOUNTABILITY

5.1

Governors are collectively responsible for observing the duties set out in the funding agreements and contracts which the Corporation has entered into with the ESFA as a condition of receiving public funds.

5.2

Although the ESFA is the main provider of funds to the College, Governors should note that they are also responsible for the proper use of income derived from any other sources (for example, from Local Authorities), and for the control and monitoring of expenditure of such income, in order to meet the requirements of the relevant funding body and public audit.

5.3

As accounting officer, the Principal is directly responsible and accountable to the Department for Education for ensuring that the uses to which the ESFA's funds are applied by the Corporation are consistent with the purposes for which the funds were given and that the Corporation complies with the conditions attached to them. The Principal is also directly responsible and accountable to Parliament, through the Public Accounts Committee, for the effective stewardship by the College of public funds. The Principal may be required to appear before the Public Accounts Committee, to give an account of the use made by the Corporation of such funds. The Corporation is accountable to the Department for Education for ensuring the financial health of the College, and to the Courts for ensuring that the College is conducted in accordance with the Education Acts and the general law.

6.

PUBLIC SERVICE VALUES

Although further education corporations are classified as part of the private not for profit sector for government accounting purposes, they remain public bodies in many legal contexts. In particular, public service values are at the heart of the further education service. High standards of personal and corporate conduct and the recognition that students and other users of the College’s services come first, are a requirement of being a Governor, and should underpin all decisions taken by the Corporation.

7.

SKILL, CARE AND DILIGENCE

A Governor should in all their work for the College exercise such skill as they possess and such care and diligence as would be expected from a reasonable person in the circumstances. This will be particularly relevant when Governors act as agents of the Corporation, for example, when functions are delegated to a Committee of the Corporation or to the Chair. Governors should be careful to act within the Terms of Reference of any Committees on which they serve.

8.

POWERS

Governors are responsible for taking decisions which are within the powers given to the Corporation by Parliament under sections 18 and 19 of the Further and Higher Education Act 1992, as amended. If a Governor thinks that the Corporation is likely to exceed its powers by taking a particular decision, they should immediately refer the matter to the Clerk for advice.

9.

CONFLICTS OF INTEREST

9.1

Like other persons who owe a fiduciary duty, Governors should seek to avoid putting themselves in a position where there is a conflict (actual or potential) between their personal interests and their duties to the Corporation. They should not allow any conflict of interest to arise which might interfere with the exercise of their independent judgement.

9.2

Governors are reminded that under the College’s Instrument of Government and the general law they must disclose to the Corporation any direct or indirect financial interest they have, or may have, in the supply of work to the College or the supply of goods or services for the purposes of the College, or in any contract or proposed contract concerning the College, or in any other matter relating to the College or any other interest of a type specified by the Corporation in any matter relating to the College, or any duty which is material and which conflicts or may conflict with the interests of the Corporation.

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9.3

If an interest of any kind (including an interest of a spouse, partner or business associate of a Governor or of a close relative of the Governor or their spouse, partner or business associate) is likely or would, if publicly known, be perceived as being likely to interfere with the exercise of a Governor’s independent judgement, then:9.3.1

the interest, financial or otherwise, should be reported to the Clerk;

9.3.2

the nature and extent of the interest should be fully disclosed to the Corporation before the matter giving rise to the interest is considered;

9.3.3

if the Governor concerned is present at a Board or Committee meeting at which such supply, contract or other matter constituting the interest is to be considered, they should:(a)

not take part in the consideration or vote on any question with respect to it and shall not be counted in the quorum for that meeting; and

(b)

withdraw from that Board or Committee meeting where required to do so by a majority of the Board or Committee present at the meeting.

9.4

For the purposes of clause 9.3 “close relative” includes but is not limited to a father, mother, brother, sister, child, grandchild, step-father/mother, brother/sister and child.

9.5

Where it is proposed that the Board should grant a Governor a financial interest (such as a contract for the supply of goods or services) the Board must observe the requirements of the Charities Act 2011. The Corporation may wish to take legal advice before granting such an interest to a Govenor.

9.6

Governors must not receive gifts, hospitality or benefits of any kind from a third party which might be in breach of the Bribery Act 2010 and the College’s anti-bribery policy and the College’s policy on receiving gifts or be seen to compromise their personal judgement or integrity. Any offer or receipt of such gifts, hospitality or benefits should immediately be reported to the Clerk.

9.7

The Clerk will maintain a Register of Governors’ Interests which will be open for public inspection.

Governors must disclose routinely to the Corporation all business interests, financial or otherwise, which they or persons associated with them may have. Governors must give sufficient details to allow the nature of the interests to be understood by enquirers. Governors should inform the Clerk whenever their circumstances change and interests are acquired or lost. In deciding whether an interest should be disclosed, Governors should have regard to the meaning given to “interest” in paragraphs 9.3 and 9.4 of this Code.

10.

COLLECTIVE RESPONSIBILITY

10.1

The Board operates by Governors taking majority decisions in a corporate manner at quorate meetings including meetings held by telephone or video or online conference and by alternative methods such as written resolutions (including over e-mail), in all cases only if so provided for in the Instrument and Articles. Therefore, a decision of the Board, even when it is not unanimous, is a decision taken by the Governors collectively and each individual Governor has a duty to stand by it, whether or not they were present at the meeting of the Corporation when the decision was taken.

10.2

If a Governor disagrees with a decision taken by the Corporation, their first duty is to have any disagreement discussed and minuted. If the Governor strongly disagrees, they should consult the Chair and, if necessary, then raise the matter with the Board when it next meets. If no meeting is scheduled, the Governor should refer to the power of the Chair or of any five Governors under the College’s Instrument of Government to call a special meeting and, if appropriate, exercise it, requesting the Clerk to circulate the Governor’s views in advance to the other Governors.

Alternatively, as a final resort, the Governor may decide to offer their resignation from office, after consulting the Chair.

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11.

OPENNESS AND CONFIDENTIALITY

11.1

Because of the Corporation’s public accountability and the importance of conducting its business openly and transparently, Governors should ensure that, as a general principle, students and staff of the College have free access to information about the proceedings of the Corporation.

Accordingly, agendas, minutes and other papers relating to meetings of the Corporation are normally available for public inspection when they have been approved for publication by the Chair.

11.2

There will be occasions when the record of discussions and decisions will not be made available for public inspection; for example, when the Corporation considers sensitive issues or named individuals and for other good reasons. Such excluded items will be kept confidentially and will be circulated in confidence to Governors save for those Governors who have a conflicting interest in the particular matter. Some confidential items are likely to be of a sensitive nature for a certain period of time only (for example information relating to a proposed commercial transaction or collaboration with another institution). The Corporation should specify how long such items should be treated as confidential or, if this is not possible, such items should be regularly reviewed to consider whether the confidential status should be removed or whether the public interest in disclosure outweighs that confidential status and the item made available for public inspection. When considering such issues the Governors must also consider the College’s publication scheme issued under the Freedom of Information Act 2000.

11.3

However, staff and student Governors have no right of access to minutes dealing with matters in respect of which they are required to withdraw from meetings under the College’s Instrument of Government.

11.4

It is important that the Board and its Committees have full and frank discussions in order to take decisions collectively. To do so, there must be trust between Governors with a shared corporate responsibility for decisions. Governors should keep confidential any matter which, by reason of its nature, the Chair or the chair of any Committee are satisfied should be dealt with on a confidential basis.

11.5

Governors should not make statements to the press or media or at any public meeting relating to the proceedings of the Board or its Committees without first having obtained the approval of the Chair or, in their absence, the Vice Chair. It is unethical for Governors publicly to criticise, canvass or reveal the views of other Governors which have been expressed at meetings of the Board or its Committees.

12.

COMPLAINTS

12.1

In order to ensure that the affairs of the College are conducted in an open and transparent manner and that the Corporation is accountable for its use of public funds but also to its employees, its students and the community it serves, it is important for there to be appropriate complaints procedures in place and for these to be well publicised. Governors are reminded of their specific responsibility under the Articles of Government to make rules specifying the procedures in accordance with which employees may seek redress of any grievances relating to their employment, of the importance of having formal complaints procedures in place to handle issues raised by students, former students and third parties and of the legal requirement to have a whistle blowing procedure in place.

13.

ATTENDANCE AT MEETINGS

A high level of attendance at meetings of the Board and its Committees is expected so that Governors can perform their functions properly.

14.

GOVERNANCE DEVELOPMENT

14.1

The Board shall seek to ensure that all Governors are appointed on merit; in accordance with an open selection procedure carried out by the Search & Remuneration Committee and are drawn widely from the community which the College serves so as to be representative of that

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community. The Board should have regard to the provisions relating to the membership of the Corporation in the College’s Instrument of Government and Standing Orders, the need to combat discrimination and to promote equality, diversity and inclusion, and the need to make available a range of necessary skills and experience to ensure that the Board carries out its functions under the College’s Instrument & Articles of Government.

14.2

Governors must obtain a thorough grounding in their duties and responsibilities by participating in the College’s governance induction and training programmes, including regular refresher workshops.

14.3

In order to promote effective governance, Governors will ensure that there are regular reviews of governance performance and effectiveness.

15.

DECLARATION OF ELIGIBILITY AND WILLINGNESS TO ACT

15.1

Each Governor shall make a declaration that they are not disqualified from acting as a Governor and are willing to act in the form in the appendix to this Code of Conduct.

APPENDIX TO THE CODE OF CONDUCT

DECLARATION OF ELIGIBILITY AND WILLINGNESS TO ACT AS A GOVERNOR I declare that I am not disqualified from acting as a governor and therefore a charity trustee and in particular that: 1.

I am aged 18 years or over at the date of my appointment and any reappointment or I am a student member.

2.

I have not been adjudged bankrupt, I am not the subject of a bankruptcy restrictions order, an interim bankruptcy restrictions order or a bankruptcy restrictions undertaking within the meaning of the Insolvency Act 1985 and I have not made a composition or arrangement with creditors, including an individual voluntary arrangement.

3.

I have not within the previous five years been convicted, whether in the United Kingdom or elsewhere, of any offence and I have not received a sentence of imprisonment, whether suspended or not, for a period of three months or more without the option of a fine.

4.

I have not within the previous twenty years been convicted as set out in paragraph 3 and received a sentence of imprisonment, whether suspended or not, for a period of more than two and a half years.

5.

I have not at any time been convicted as set out in paragraph 3 and received a sentence of imprisonment, whether suspended or not, of more than five years.

6.

I am not incapable by reason of my physical or mental health of managing and administering my own affairs.

7.

I am not disqualified from acting as a charity trustee by virtue of sections 178-179 of the Charities Act 2011* (or any statutory re-enactment or modification of that provision).

8.

I have not been involved in tax fraud or other fraudulent behaviour including misrepresentation and/or identity theft.

9.

I have not used a tax avoidance scheme featuring charitable reliefs or used a charity to facilitate the avoidance.

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10.

I have not used tax arrangements featuring charitable reliefs or which used a charity where my tax position has been adjusted by HMRC to wholly or partly remove the tax advantage generated by the arrangements and such arrangements have become final.

11.

I have not used tax arrangements which have been successfully counteracted under the general anti-abuse rules where such counteraction has become final.

12.

I have not been actively involved in designing and/or promoting tax avoidance schemes featuring charitable reliefs or which used a charity.

13.

I am not on the barred list held by the Disclosure and Barring Service.

14.

I am not subject to a disqualification order under the Criminal Justice and Court Services Act 2000.

I am not otherwise aware of any reason why I am unable to act as a governor and charity trustee of the College and if my circumstances change such that this declaration is no longer correct I will notify the Clerk immediately.

Signed:

Date:

*If a Governor has any concerns as to whether or not the disqualifications under the Charities Act 2011 apply, please get in touch with the Clerk.

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GOVERNANCE POLICIES

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GOVERNOR RECRUITMENT AND SUCCESSION POLICY (reviewed 13 July 2023) 1.

SCOPE

This policy applies to all Governors.

2.

PURPOSE

The purpose of this policy is to ensure a good standard of Governor recruitment and succession planning.

3.

POLICY STATEMENT

3.1

The Board recognises that to function well it needs a diverse mix of talented people who understand the key role they play as Governors, whose commitment and contribution to the organisation is developed and whose performance collectively and individually is the subject of self-assessment. It aims to keep a balance between refreshing its membership and maintaining experience, knowledge and skills to have the right people on board to fulfil the organisation’s strategy and goals. It will keep its recruitment, membership and succession under regular review for these purposes.

3.2

The Board is committed to forward planning and ensuring by effective succession planning that it is always in a position where there is an effective and functioning Board to ensure continuity of leadership of the highest quality.

3.3

It will continue to seek to have a Board that reflects the make-up of the local population and matches the local learner, staff and employment profile.

3.4

This policy document sets out how this intention will be put into practice and will itself be kept under review.

4.

RECRUITMENT, SELECTION AND ASSESSMENT

4.1

The Clerk will maintain a Register of Members that provides details of current membership, including categories of membership and terms of office. This will be used by the Clerk to ensure that forthcoming vacancies due as a result of the term of office of a Governor being due to expire are reported to the Search & Remuneration Committee on a timely basis.

4.2

All Governors will be asked to provide sufficient notice of resignation to allow for vacancies resulting from resignation to be reported to the Search & Remuneration Committee in a timely manner.

4.3

The Search & Remuneration Committee will meet as regularly as required to consider existing and forthcoming vacancies for External Members of the Board.

4.4

The Search & Remuneration Committee will at each meeting review the membership position, vacancies and any future dates at which there may be changes to key offices such as Chair and Vice-Chair and Committee Chairs.

4.5

A file will be maintained of Governors’ Curriculum Vitae providing details of individual skills, backgrounds, offices held and any other relevant information.

4.6

Governors will be asked to complete a skills audit periodically and such audit may include EDI data to assess the breadth of backgrounds and experiences Governors have had. The Clerk will

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use this information to undertake an analysis of the current skills on the Board at such reasonable periods as are necessary to ensure that vacancies are filled appropriately.

4.7

The Search & Remuneration Committee will be provided at every relevant meeting with details of the latest skills audit analysis in order that they may match the skills and experience of candidates to any skills gaps that may exist on the Board at the time of a particular vacancy.

4.8

The Search & Remuneration Committee will consider the skills, experience, and background which are desirable to be met in filling any vacancy, including office holders and will give regular consideration to identifying future potential leaders from within the Board as well as the possibility of new recruitment to fill a future office holder vacancy.

4.9

The Clerk, Principal and Governors will pursue possibilities for new Governors based on this skills audit and desired backgrounds and experience to have a diverse Board. Personal contacts, advertising, approaches to professional, trade or community organisations and local businesses and employers, the use of volunteer directories and Governor recruitment agencies will all be considered for use.

4.10

A Governor role description and information about becoming a Governor will be kept up to date and will be available on the College website and provided to those interested in becoming a Governor.

4.11

A person considered by the Search & Remuneration Committee to have the necessary skills and experience to join the Board will be asked to meet with the Chair of the Corporation and the Principal to discuss the role, time commitment and responsibility, and any potential conflicts of interest prior to their name being put forward to the Search & Remuneration Committee and then the Board should all parties wish to proceed with an appointment.

4.12

Should there be more than one candidate considered equally to meet the skills gap for a vacancy for an External Member, the Search & Remuneration Committee may give consideration to an interview process and, where considered appropriate, may seek confidential references.

5.

INDUCTION

5.1

All new Governors will be provided with a comprehensive induction to the role and to the College including an induction meeting with the Chair of the Corporation, the Principal, and such of the senior management team as is considered appropriate.

5.2

Further specific induction training will be provided to Student Governors, tailored to their needs.

5.3

There will be a discussion about which Committees a Governor will join and activities that they will become involved in to best use their skills and experience and for their development.

5.4

Student Governors will be mentored by a member of staff or a Staff Governor.

5.5

Where the Chair considers it necessary a six month review meeting will be held with the Governor. In all other cases, a Governor may request the opportunity to have a six month review meeting or telephone discussion with the Chair of the Corporation.

5.6

Additional induction and support will be offered upon request via the Clerk for new office holders.

6.

TRAINING AND DEVELOPMENT

6.1

An annual schedule of activities for Governor training will be offered to include events prior to Board and/or Committee meetings and others including online webinars and similar.

6.2

Governors will be asked to provide feedback on training events and to identify future training needs. These will be evaluated and used to inform the annual schedule of training and events.

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6.3

Governors are encouraged to link to areas of the College and to attend and engage in College activities and events to increase their knowledge of the College and its work. Regular information on such will be emailed via HR.

6.4

The Clerk, Principal, and Chair shall discuss the value for money of attendance by office holders and other Governors at external events, seminars and other training and development activities provided by other organisations and arrangements will be made for attendance and travel as appropriate.

6.5

The Committee secretary will disseminate relevant briefings and information from external organisations including Association of Colleges (AoC) and Government agencies to office holders and other Governors as appropriate.

7.

SUCCESSION PLANNING AND BUSINESS CONTINUITY SUPPORTED BY SELFASSESSMENT

7.1

The Search & Remuneration Committee will consider succession planning, and in particular any senior positions on the Board.

7.2

The expiry dates of terms of office of existing External Members are staggered to assist effective succession planning and to reduce the number of forthcoming vacancies at any particular time.

7.3

The Chair will be asked to confirm their intention to be considered for re-appointment for another term of office in good time prior to the end of their term of office. They are requested to provide at least six months’ notice of their intention to resign from office to assist effective succession planning for this position.

7.4

The Vice-Chair will be asked to confirm their intention to be considered for re-appointment for another term of office in good time prior to the end of their term of office. They are requested to provide at least three months’ notice of their intention to resign from office to assist effective succession planning for this position.

7.5

Chairs of Committees and Link Governors are requested to provide at least two months’ notice of their intention to vacate such positions in order that the vacancy may be considered at the next scheduled meeting of the Board.

7.6

Governors are requested to provide at least two months’ written notice if it is their intention to resign before the expiry of their term of office.

7.7

Where a future vacancy in an office has been identified, opportunities for shadowing by, and mentoring of, prospective future office holders, to allow for development and knowledge sharing before an office is taken up will be considered.

7.8

The positions of Vice-Chair, Chairs of Committees, and Link Governors may be considered as possibilities for development for the position of Chair in the future (although not having held such positions will not preclude a Governor from being appointed to the position of Chair).

7.9

A review of Committees, including appointment to positions of Chairs of Committees, will be periodically undertaken and will take account of background, experience, and skills mix of Governors on each Committee.

7.10

A Special Meeting of the Search & Remuneration Committee will be convened by the Chair of the Committee (or in their absence the Chair of the Corporation) as a matter of urgency, to consider any unforeseen vacancies arising where it would not be expedient to delay such until the next ordinary scheduled meeting, e.g. two or more External Members resigning without sufficient notice.

7.11

The Board collectively will undertake self-assessment annually.

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7.12

Each Governor annually after their first year in office will participate in a one to one meeting with the Chair of the Corporation. This will include assessment of their performance against Governor’s Service Standards. The meeting will include an opportunity to identify how the Governor would like to develop their role and their aspirations as a Governor and what support to develop would be useful. Individual one to one outcomes will be used to contribute to the Chair’s Annual Report and the annual Corporation self-assessment.

7.13

Should an unforeseen vacancy occur in the position of Chair and no nominations for the post are received from existing External Members by the deadline set, the Board will consider at its earliest opportunity, its next steps. This may include the option to search and advertise externally for a Governor to be appointed with a view to becoming the future Chair (following the appropriate induction as a Governor and necessary appointment process). In the interim period, the Vice-Chair will deputise for the vacant position.

8.

POLICY MONITORING AND REVIEW

The implementation of this policy and procedure will be monitored by the Search & Remuneration Committee and reviewed when considered necessary by that Committee.

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COMPLAINTS AGAINST GOVERNORS POLICY (reviewed 13 July 2023) 1.

SCOPE

This policy sets out the procedure by which an individual employee or a group of employees acting jointly on the same grounds, is able to raise a complaint related to the actions or inactions of a governor of the College (the Alleged Governor). It supplements the Complaints Procedure General (procedure number 5.1.12) in relation to all governors including the Chair and the Vice Chair of the College.

2.

PURPOSE

This policy and procedure is to ensure that employees have an opportunity to raise formally any complaints relating to an Alleged Governor and to have their complaint considered by another governor of the College. The aim of the procedure is to ensure that the employee’s complaint is dealt with promptly and fairly following an appropriate governance procedure.

3.

POLICY STATEMENT

The College is committed to creating a positive working environment. It is recognised, however, that there may be occasions where an employee may wish to raise a concern, problem or complaint relating to an Alleged Governor, whether arising out of the employee's employment or otherwise. It is expected that the majority of such concerns will not develop into formal complaints but will be dealt with quickly and satisfactorily through informal discussion. However, where the formal procedure is used, the employee has the right to have their complaint carefully and impartially investigated and, after appropriate consideration and discussion, to receive a final response.

4.

GENERAL PRINCIPLES

When applying this policy the following general principles will be used: 4.1

The governors of the College will deal with all complaints raised about an Alleged Governor, whether or not the complaint is presented in writing. If the formal procedure is to be followed, the complaint should be set out in writing. If this is difficult for the employee, they should seek help from their line manager.

4.2

In circumstances where a complaint may apply to more than one individual, it may be considered appropriate to deal with a spokesperson from the group.

4.3

Complaints should normally be dealt with promptly by a governor of the College.

4.4

Confidentiality is extremely important when handling complaints against governors especially where they are of a sensitive nature. In most circumstances the outcome(s) of a complaint will only be communicated to the employee and the Alleged Governor, unless the outcome requires disclosure to a wider group of governors of the College as a whole for reasons of good governance and appropriate oversight.

4.5

All associated documentation will be treated as confidential and kept in accordance with data protection principles contained in the Data Protection Act 2018 as amended from time to time, which provide that any personal data kept should be necessary, fairly and lawfully processed, relevant, accurate and secure.

4.6

The employee has the right at each formal stage to be accompanied by their line manager.

4.7

Where possible, employees should raise their complaint informally with their line manger in the first instance, normally within 5 working days following the matter that prompted the complaint.

This could include 5 working days from the last in a series of incidents/issues which caused the complainant to raise the complaint. The line manager will escalate the complaint to the Principal

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(unless the complaint relates to the Principal in their capacity as a governor in which case it will be escalated to the Chair) who will liaise with the governor to the College who will consider the complaint and the Clerk.

4.8

All complaints should be dealt with in a timely manner. The timescales have been suggested to ensure that all complaints progress quickly. It is recognised that investigations may take longer than the suggested timescales and these circumstances will be discussed with all parties.

4.9

The employee can request that the date of the complaint meeting be rearranged if they are unable to attend or to arrange for their line manager to attend on the proposed date. Where possible this should be within 10 working days of the original complaint meeting date.

5.

RAISING COMPLAINTS INFORMALLY

5.1

Employees are expected and encouraged to raise issues informally with their line manager in the first instance and their line manager will raise the issue directly with the Principal. If this is not possible, then employees may raise issues directly with the Principal. The Principal will liaise with a governor of the College and the Clerk to seek to address the complaint. Where the complaint relates to the Principal in their capacity as governor the complaint will be raised directly with the Chair.

5.2

Every effort should be made to resolve complaints at the informal stage and the College supports a range of available methods to assist resolution. The Clerk and/or external impartial advisers may provide support, take notes and facilitate discussions where required on a strictly confidential basis.

5.3

In some cases mediation may help to resolve the complaint. Where both parties are in agreement with this option, trained independent mediators can facilitate this process.

5.4

The governor of the College who is identified to consider the complaint against an Alleged Governor is expected and encouraged to respond to issues raised by an employee as quickly as is practicable.

5.5

The Clerk can provide further advice and guidance on resolving issues with Alleged Governors informally.

5.6

Where the informal stage has been unsuccessful, or circumstances make the informal stage inappropriate, the employee can raise a written formal complaint.

6.

FORMAL WRITTEN COMPLAINTS

6.1

Where an informal resolution or the informal approach has not been successful, the employee may invoke formal complaint proceedings. All formal complaints must be put in writing, clearly dated outlining the nature of the formal complaint with sufficient explanation. Where there is a group of employees, the group should select a spokesperson. The employee (or spokesperson) will be invited to attend a meeting with a governor of the College to discuss the matter. The meeting will normally take place within 10 working days of the formal complaint being raised.

6.2

As a result of the initial complaint meeting, the governor of the College, may determine that it is necessary to make further enquires or conduct an impartial investigation into other background facts or matters as they see fit before determining the outcome of the complaint. See paragraph 4 for further details.

6.3

On receipt of a Formal Written Complaint, the Principal (or where relevant the Chair) will consult with the Clerk (or an external impartial adviser) who will be responsible for maintaining consistency and fairness within the procedure. This may include the Clerk (or external impartial adviser) attending the complaint meeting in an advisory capacity and taking notes.

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6.4

Complaints that amount to an allegation of misconduct or inappropriate behaviour on the part of an Alleged Governor may be dealt with in accordance with the Instrument and Articles of Government and/or the Governors' Code of Conduct where appropriate.

7.

INVESTIGATION

7.1

Where it is determined that additional investigation is required the governor of the College considering the Formal Written Complaint will complete a full and fair investigation of the facts and circumstance of the Formal Written Complaint as soon as possible after the Formal Written Complaint is submitted. In all circumstances the employee will be advised of the timescales being worked to.

7.2

The governor of the College considering the Formal Written Complaint will talk to the employee to get a full understanding of the situation, will give the Alleged Governor an opportunity to hear the complaint and to respond to specific allegations, will give the Alleged Governor an opportunity to offer an explanation by responding to questions, and will listen to any witnesses by taking a fair and impartial view of the information that emerges. The Clerk or an external impartial adviser will be present to take notes of the complaint meeting. All employees helping out with the investigation of the formal complaint will be advised of the details of the meeting and may be accompanied by their line manager.

7.3

The governor of the College considering the formal complaint will ask the employee what they would like as an outcome of raising the formal complaint. This will help them to manage the expectations of the employee. After considering the formal complaint, the governor of the College considering the complaint will share the outcome of the formal complaint with the Clerk detailing their findings and making recommendations as to whether or not further action should take place.

8.

ACCOMPANIMENT

8.1

The employee may bring their line manager to any complaint meeting under this procedure, but must inform the Principal (or where relevant the Chair) if they wish to do so.

8.2

At the meeting the line manager may ask questions, but should not answer questions on the employee’s behalf. The employee may confer privately with their line manager at any time during the meeting.

8.3

A line manager is under no obligation to accompany an employee but are encouraged to do so if requested. If the line manager is for any reason an unsuitable companion the employee may be asked to choose someone else, for example: 8.3.1

the line manager may (in the opinion of the College) have a conflict of interest or may prejudice the meeting; or

8.3.2

the line manager may work at another site and someone reasonably suitable is available at the site at which the employee works; or

8.3.3

if the line manager is unavailable at the time a complaint meeting is scheduled and will not be available for more than five working days.

8.4

The College may, at its discretion, allow employees to bring a companion who is not their line manager (for example a member of their family) where this will help overcome a disability, or where there is any difficulty understanding English.

8.5

Employees and anyone accompanying them or providing information relating to the complaint must not make electronic recordings of any complaint meeting.

9.

COMPLAINT MEETINGS

9.1

The Principal's Office will arrange and send an invitation to a complaint meeting as soon as reasonably practicable, depending upon the extent of any initial enquiries required.

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9.2

Prior to the meeting the employee will be sent copies of any relevant documents or written statements which may be referred to in the complaint meeting, and the employee should also provide the Principal's Office with copies of any other documents they may refer to, in advance of the meeting.

9.3

The employee and line manager should make every effort to attend a complaint meeting. If the employee or their line manager cannot attend at the time specified, the employee should inform the Principal's Office immediately and the Principal's Office will try, within reason, to agree an alternative time, taking into consideration that the governing considering is the complaint's availability.

9.4

The purpose of the complaint meeting is to enable the employee to explain their complaint and how the employee would like it to be resolved, and for the employee to assist the governor of the College in resolving the problem and reaching a decision.

9.5

After a complaint meeting, the governor of the College considering the formal complaint may undertake further enquiries and hold further meetings as they consider appropriate. Such meetings will be arranged without unreasonable delay.

9.6

The governor of the College will write to the employee to inform them of the outcome of the complaint and any further action that the governor of the College or where relevant the Board of the College intends to take to resolve the complaint. This outcome may also be communicated through the Principal or the Clerk but will be the decision of the governor of the College. Where appropriate the governor of the College, or the Principal or the Clerk may hold a meeting to give the employee this information in person.

10.

APPEALS

10.1

If the complaint has not been resolved to the employee’s satisfaction the employee may appeal in writing to the governor(s) of the College named in the outcome, stating their full grounds of appeal, within 10 days of the date on which the outcome of the complaint was sent or given to the employee. The appeal will be referred to a governor(s) of the College who has/have not previously been involved in the complaint.

10.2

Formal complaints against an Alleged Governor other than the Chair or the Vice Chair will ordinarily be considered in the first instance by another governor of the College and referred on appeal to either the Chair or Vice Chair of the College.

10.3

Formal complaints against the Vice Chair shall be considered by the Chair, and formal complaints against the Chair shall be considered by the Vice Chair, and each shall be referred on appeal to a committee of two governors who have not previously been involved in the process.

10.4

The appeal will be managed in accordance with the terms of this procedure, with guidance from the Clerk or an external impartial adviser.

10.5

Please note that a complaint appeal meeting will not normally be re-arranged on more than one occasion, so as not to unreasonably delay the process. After one offer of a new date, or consideration of any other reasonable adjustments that may have been considered, any subsequent complaint appeal meeting will go ahead in the employee's absence and the decision will be communicated to them in writing wherever possible within one week of the date that the complaint appeal meeting took place.

10.6

The governor(s) considering the appeal will hold the complaint appeal meeting as soon as reasonably practicable with parties who are relevant to the appeal.

10.7

The governor(s) considering the appeal will confirm the final decision in writing, usually within one week of the complaint appeal meeting. This is the end of the procedure and the decision made at this stage will be final. There is no further right of appeal.

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11.

PROCEDURE FOR SENIOR POST HOLDERS AND CLERK

The principles of this Complaints Policy will apply to Senior Post Holders and the Clerk (where they are an employee) with the following modifications: 11.1

Where the Principal or Clerk wish to raise a complaint against a governor: 11.1.1

11.1.2

11.2

The written complaint should be raised with the Chair (or if it relates to the Chair the Vice Chair) who will consider it in accordance with the terms of this policy; (a)

An appeal against a complaint decision should be made in writing to:

(b)

the Vice Chair if it is against a decision of the Chair; or

(c)

the Chair if it is against a decision of the Vice Chair; or

(d)

any other governor of the College if both the Chair and the Vice Chair have previously been involved.

Arrangements will then be made for the appeal to be considered by a committee of at least two governors who have not previously been involved in the process.

Where other senior post holders wish to raise a complaint against a governor: 11.2.1

The written complaint should be raised in accordance with this policy.

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ACRONYMS

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GLOSSARY OF ACRONYMS, TERMS AND MEANINGS ACRONYM/ TERMS A

STANDS FOR………….

MEANS…………………

ACAS

Advisory, Conciliation and Arbitration Service

ACAS is a non-departmental public body of the Government of the United Kingdom. Its purpose is to improve organisations and working life through the promotion and facilitation of strong industrial relations practice.

The data measure by which College FE results are judged: a calculation based on Retention rates, multiplied by Pass rates [used to be called “Success Rates”] ESFA requirements for audits and audit committees (2013-2017 Joint Audit Code of Practice for EFA and SFA). Now referred to as the Post-16 Audit Code of Practice.

Budget for Education or Training for those aged 19 or over. (Formerly referred to at the Adult Skills Budget) Alternative to A Levels and other vocational qualifications, aimed at 16-18, support progression to HE and higher apprenticeships

Achievement Rates

ACOP

Audit Code of Practice

AEB

Adult Education Budget

AGQ

Applied General Qualification

ALPs ALS

A Level Performance system Additional Learner Support

AoC

Association of Colleges

AP Apprenticeships

Assistant Principal

Apps

Apprenticeships

Individualised support for students assessed as needing extra support (also refers to the additional funding that can be claimed) FE Colleges’ Membership organisation/representative body Apprentices perform paid work while receiving training towards an employed designed standard which may or may not involve a vocational qualification.

Apprenticeships are at different levels: Intermediate – Level 2, equivalent to GCSE passes at A* - C (4 – 9 on the new system Advanced – Level 3, equivalent to A level passes Higher – Level 4 or above, equivalent to a Foundation Degree Degree, involves gaining a university degree while you work (Level 6, equivalent to a bachelor degree, or above, masters degree level)

B BEIS

Department for Business Energy and Industrial Strategy

The Department for Business, Energy and Industrial Strategy (BEIS) is a department of the government of the United Kingdom, through a merger between the Department for Business, Innovation and Skills (BIS) and Department of Energy and Climate Change (DECC).

BEIS brought together responsibility for business, industrial strategy, and science and innovation with

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ACRONYM/ TERMS

STANDS FOR………….

MEANS………………… energy and climate change policy, merging the functions of the former BIS and DECC.

BIS

(Department for) Business, Innovation and Skills

BME / BAME

Black and Minority Ethnic

Board

Board of Governors

BTEC

Business and Technology Education Council

Former Government Department, now part of Department for Business, Energy and Industrial Strategy (BEIS).

Commonly used term, defined as all ethnic groups except White ethnic groups.

Can also be referred to as the Corporation or FE Corporation.

Awards largely vocational education qualifications.

C CAPEX CAMHS

Capital Expenditure Child and Adolescent Mental Health Service College Business Centre

CBI

Confederation of British Industry Cash Flow available for Debt Service College Financial Forecasts Return Construction Industry Training Board Continuing Professional Development Crescent Purchasing Consortium

CFADS CFFR CITB CPD CPC

Local services that help young people with their mental health A new expanded service for employers across innovation and skills, paid for by Strategic Development Fund (FE White Paper, 2021) The representative organisation providing a voice for employers at a national and international level.

A key finance measure, the cash flow available to pay debt obligations.

Financial return to ESFA (from July 2021, replacing the IFMC)

In service training.

Is owned and run on behalf of the Further Education sector. The income generated from CPC collaboration is invested into facilitating better procurement in FE institutions.

D DBS

Disclosure and Barring Service

Devolved Funding

Devolved Funding

DfE

Department for Education

DL DLHE

Distance Learning Destination of Leavers from Higher Education Survey Data Privacy Impact Assessment

DPIA

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Provide pre-employment checks on past convictions to ensure protection of children and vulnerable adults (formerly CRB checks) Funding for adult education programmes that is devolved from central government to mayoral authorities, who then go through a procurement process with local providers to deliver this for them. In the past this was granted directly to colleges, now funding is received on where a learner lives rather than where they study.

The Department for Education was formed on 12 May 2010 and is responsible for children’s services and education, including higher and further education policy, apprenticeships and wider skills in England.

Survey data for HE students employment after graduation

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ACRONYM/ TERMS

STANDS FOR………….

MEANS…………………

DSL

Designated Safeguarding Lead

The person who has responsibility for ensuring the College’s safeguarding policy is adhered to. (Alfie Wilkinson, Director of Inclusive Learning and DSL)

Education Administrator

An insolvency practitioner appointed for the purpose of an education administration; manages the college’s affairs, business and property with a view to avoiding or minimising disruption to the studies of existing students.

E EA

E & D /EDI

EBITDA

ECITB Edexcel EHCP

EIA EIF

Equality & Diversity / Equality, Diversity and Inclusion Earnings Before Interest, Tax, Depreciation and Amortisation Engineering Construction Industry Training Board An examination board Education & Health Care Plan Equality Impact Assessment Education Inspection Framework

EMSI

ESF

European Social Fund

ESFA

Education & Skills Funding Agency

ETF

Education and Training Foundation

External Verification/Verifier

Used as an indicator of the overall profitability of a business

An EHC plan is a legal document that describes a child or young person's special educational, health and social care needs.

The criteria by which Ofsted inspect all types of post16 provision.

Company offering data solutions around a number of key issues including curriculum rationalisation, funding bids, employer engagement, apprenticeship provision, mergers, careers guidance, and course marketing The ESF aims to reduce inactivity among young people and the long-term unemployed and to improve training and skills. Following Brexit this is to be replaced with the UK Shared Prosperity Fund from April 2022 with a mission to 'level up'.

Executive Agency of the Department for Education, providing funding for schools, 16-19 education and post-19 skills FE body (from Aug 2013), owned by the sector but receiving BIS funding, with aim to improve professional standards and develop associated qualifications. (Briefly known as FE Guild, took over from LSIS).

The role is to participate in verification of qualifications in the subject area (s) concerned to ensure standards are maintained.

F FE FEC

Further Education Further Education Commissioner

FEC

Further Education Corporation

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The Further Education Commissioner role was established in 2013 as an independent adviser to ministers. The Commissioner was given responsibility for assessing the capacity of leadership and governance in colleges and in local authority ESFA funded adult learning services that have serious weakness in quality or financial health.

Also known as Corporation, Governing Body or Board

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ACRONYM/ TERMS

FHEA 1992 FoI FRS FRS102 FSM FT FTE

STANDS FOR………….

MEANS…………………

Further Education Capital Allocation Further Education Capital Transformation Fund

Fast track programme to deliver £200m of Budget 2020 commitment (see FECTF) Fund to deliver the government’s £1.5 billion commitment made at the Budget 2020 to upgrade and transform the FE college estate over 5 years; first bidding round March 2021 This act removed FE colleges from local government control.

The Freedom of Information Act 2000 provides public access to information held by public authorities.

Another term for accounting standards or financial accounting standards.

Further and Higher Education Act 1992 Freedom of Information Financial Reporting Standard Financial reporting Standard 102 Free School Meals Full Time Full Time Equivalent

Full cost

A unit that indicates the workload of an employed person (or student) in a way that makes workloads or class loads comparable across various contexts.

Full cost courses, not government/agency funded

G GDPR

General Data Protection Regulations

GCSE

General Certification of Secondary Education General Further Education Guided Learning Hours

GFE GLH

The General Data Protection Regulation (GDPR) is a legal framework that sets guidelines for the collection and processing of personal information of individuals within the European Union (EU). The GDPR sets out the principles for data management and the rights of the individual, while also imposing fines that can be revenue-based.

Type of qualification.

As in GFE College Way of quantifying number of ‘taught’ hours per week or year

H HE HEI HMCI

HNC

Higher Education Higher Education Institution Her Majesty’s Chief Inspector Her Majesty’s Inspectorate (or Inspector) Higher National Certificate

HND

Higher National Diploma

HoD HoT

Head of Department Heads of Terms

HSE

Health & Safety Executive

HTQ

Higher Technical Qualifications

HMI

Ofsted’s Chief Inspector.

Ofsted Inspector.

Level 4 qualification - takes one year to complete, or two years part-time. An HNC is one level below an HND (generally equivalent to the first year at university).

Level 5 qualification - work-related course provided by higher and further education colleges. A full-time HND takes two years to complete.

A document setting out the main terms of an agreement reached between parties in a transaction.

Government department aiming to reduce workrelated death, injury and ill health A level 4 or 5 qualification that has been quality marked by IfATE to indicate their alignment to employer-led occupational standards

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ACRONYM/ TERMS

STANDS FOR………….

MEANS…………………

I&A

Instrument & Articles of Government Information, Advice and Guidance Independent Commission on the College of the Future

Governance Rules for FE corporations under the Further and Higher Education Act 1992 (as amended) Guidance on careers and next steps

IAG ICCF

ICO

Information Commission/Information Commissioner’s Office

ICT

Information Communication Technology Institute for Apprenticeships and Technical Education Individual Learning Plan

IfATE ILP

ILR/ISR

Individualised/Individual Learner/Student Record

ITP

Independent Training Provider

Commission chaired by Sir Ian Diamond, UK wide plus England, Scotland and Wales reports published 2020-21, expert panels considered what is wanted and needed from colleges in ten years’ time (i.e. 2030) The UK’s independent authority set up to uphold information rights in the public interest, promoting openness by public bodies and data privacy for individuals.

A 'route map' of how a learner will get from their starting point on a learning journey to the desired end point. Will include minimum predicted outcome as well as ‘stretch and challenge’ target.

Student number count (the primary source of data at student and College level used for funding, planning and monitoring purposes. College make returns at designated points throughout the year) Offer vocational courses and training to young people and adults

J JANET

Joint Academic Network (Ja.net)

JISC

Joint Information Systems Committee

Janet is a high-speed network for the UK research and education community provided by Jisc, a not-forprofit company set up to provide computing support for education.

A not-for-profit company set up to provide ICT support for education.

K Keeping Children Safe in Education

Sets out the legal duties you must follow to safeguard and promote the welfare of children and young people under the age of 18 in schools and colleges.

L LA LAC

Local Authority Looked After Children

LEP

Local Enterprise Partnerships

Level 1

Level of qualification or award Level of qualification or award Level of qualification or award Level of qualification or award Level of qualification or award

Level 2 Level 3 Level 4 Level 5

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Looked after children are also often referred to as children in care There are 38 LEPs across England. They are local business led partnerships between local authorities and businesses and play a central role in determining local economic priorities and undertaking activities to drive economic growth and the creation of local jobs.

Equivalent to: GCSE Grades 1-3 (D-G); NVQ 1 Equivalent to: GCSE Grades 4-9 (A*-C); NVQ 2 Equivalent to: GCE A Level; International Baccalaureate; NVQ 3; Equivalent to: NVQ4; HNC; Certificate of Higher Education Equivalent to: HND; Diploma of Higher Education; Foundation Degree 75

ACRONYM/ TERMS

STANDS FOR………….

MEANS…………………

Level 6

Level of qualification or award Level of qualification or award Level of qualification or award Lesbian, Gay, Bisexual, Transgender and Queer/Questioning Local Government Pension Scheme Lifelong Loan Entitlement

Equivalent to: Bachelor Degrees

Level 7 Level 8 LGBTQ

LGPS LLE

LMI

Labour Market Information / Intelligence

LSIP

Local Skills Improvement Plans

LSF LSIP

Learner Support Fund Local Skills Improvement Plan

Equivalent to: Masters Degrees Equivalent to: Doctoral Degrees

Pension scheme available to FE College support / business staff To be introduced from 2025 as part of the government’s Lifetime Skills Guarantee, available for post-18 study at higher technical and degree levels, whether modular, part-time or full-time The data includes information about the past, present and future structure and working of the labour market and the factors that influence it.

Build on LEPs and SAPs, piloted first in Trailblazer areas backed by new Strategic Development Fund 2021-22 Build on LEPs and SAPs, piloted first in Trailblazer areas, backed by new Strategic Development Fund from 2021-22

M MAT

Multi-Academy Trust

A multi-academy trust (MAT) is a single entity established to undertake a strategic collaboration to improve and maintain high educational standards across a number of schools.

MFA

Multi Factor Authentication

MIS

Management Information System

Data records and systems, used for funding calculations, enrolments and other management information

NAO

National Audit Office

NAS

National Apprenticeship Service

NCSC

National Cyber Security Centre

NAO is an independent Parliamentary body responsible for auditing central government departments, government agencies and nondepartmental public bodies. The NAO also carries out Value for Money (VFM) audits into the administration of public policy.

NAS is a government agency that coordinates apprenticeships in England, enabling young people to enter the skilled trades.

Provides cyber security guidance and support aiming to make the UK the safest place to live and work online

NEBOSH

National Examination Board in Occupational Safety and Health Not in education, employment or training National Institute of Adult Continuing Education

N

NEET NIACE

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Category monitored by Government and targeted for action

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ACRONYM/ TERMS

STANDS FOR………….

MEANS…………………

NLFE

National Leader in/for Further Education

NLG

National Leader in Governance

Serving college leaders who have a strong track record of delivering improvement – both at their own colleges and in working with others. They provide strategic mentoring and support to other colleges that need to improve Free consultancy support is available to help providers with a range of governance issues. This programme is funded by the Education and Training Foundation.

Notice of Concern /Notice to Improve (issued to colleges by the ESFA where there are concerns about financial health or financial control, or where the college fails to meet minimum levels of performance)

Notice of Concern / Notice to Improve

NLW and NMW

National Living Wage and National Minimum Wage

Nolan Report NoT

North of Tyne

NSS

National Student Survey

NUS

National Union of Students

NVQ

National Vocational Qualification

A report on principles underlying governance – Nolan Principles.

A mayoral authority which covers Northumberland, North Tyneside and Newcastle. They have responsibility for devolved adult education funding for these areas.

A survey managed by the Office for Students and completed by higher education students that gathers opinions on the quality of their course. It is mainly completed by final year students on full-time programmes.

NUS is the national voice of students helping them to campaign, get cheap student discounts and provide advice on living student life to the full.

Available at Levels 1-5

O Ofqual

Office of Qualifications and Examinations Regulation

OfS

Office for Students

Ofsted

Office for Standards in Education, Children’s Services and Skills Official Journal of the European Union

OJEU P PAC

Public Accounts Committee

PLR

Post Inspection Action Plan Personal Learning Record

PMO

Provider Market Oversight

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Ofqual is a non-ministerial government department that regulates qualifications, exams and tests in England.

Regulator for institutions providing Higher Education (Replaced HEFCE in 2018) Colleges and Schools inspectorate

Publication which displays tendering/procurement opportunities in the EU Appointed by the House of Commons, the PAC scrutinises the value for money – the economy, efficiency and effectiveness – of public spending and holds the government and its civil servants to account for the delivery of public services.

This is developed following an Ofsted inspection.

A permanent online record of learners’ qualifications and achievements held by the ESFA An ESFA team of approximately 120 staff across the country, the aim of the PMO is to prevent and address risks to the sustainability and quality of education and skills provision, with a focus on effective financial management and governance

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MEANS…………………

Pre-Entry Level

Qualifications in Basic Skills, necessary for entry into mainstream Further Education.

Solution for colleges, councils, adult education and training providers to drive improved learner attainment, progress, achievement and retention.

Tracks student progress through the qualification and records on programme performance.

ProAchieve

ProMonitor

Q QA QAA

Quality Assurance Quality Assurance Agency for Higher Education

QAR

Qualification Achievement Rates

QIP AR

Quality Improvement Plan Quality Achievement Rates

Conducts HE subject reviews; maintains UK HE Quality Code National qualification information published by the government for FE, including apprenticeships.

Formally called QSR (Qualification Success Rates).

National averages that college uses to compare its performance. These are informed by achievement across colleges nationally for similar providers.

R RAG

Red, Amber, Green

Retention

RIDDOR

Reporting of Injuries, Diseases and Dangerous Occurrences

RAG system is a method of rating for issues or status reports, based on Red, Amber (yellow), and Green colours used in a traffic light rating system.

The percentage or number of students starting measured against those actually completing, ie remaining on course to course end The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013, often known by the acronym RIDDOR, is a 2013 statutory instrument of the Parliament of the United Kingdom. It regulates the statutory obligation to report deaths, injuries, diseases and "dangerous occurrences", including near misses, which take place at work or in connection with work.

S Skills Advisory Panel

SAR

Self-Assessment Report

SAR SED SEN(D)

Subject Access Request Self Evaluation Document Special Educational Needs (and Disability)

SLA SORP

Service Level Agreement Statement of Recommended (Accounting) Practice Secretary of State Structure and Prospect Appraisal

SoS SPA

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A local partnership that works to identify and address local skills priorities; there are 36 across England.

They aim to strengthen the link between employers and skills providers including colleges, independent training providers and universities.

Primarily, the main annual (autumn) self assessment exercise for Colleges. Provides basis for inspections For example, HE SED A child or young person of compulsory school age is said to have SEND if they: Have a significantly greater difficulty in learning than the majority of others of the same age.

A framework for charity accounting that all charities that prepare accrual accounts must follow.

Led by FE Commissioner’s office, SPAs allow FE Colleges to assess options for structural change and pursue mergers

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STANDS FOR………….

MEANS…………………

SPH

Senior Postholder

SSA

Sector Subject Area

In many colleges, a small number of senior members of staff are appointed by, and are directly accountable to, the governing body. These staff are known as ‘Senior Postholders’. Because it appoints and directly manages Senior Postholders, the governing body has obligations to these individuals as their employer that it cannot delegate to the Principal.

Classification of curriculum area. Categorisation for Inspection purposes (which may cross college organisational lines)

STEM

Science, Technology, Engineering and Mathematics

Study Programmes

All students in full or part-time education aged 16 to 19 are expected to follow a study programme tailored to their individual needs, education and employment goals, including students with learning difficulties and/or disabilities.

T T Levels

TEF TFEA 2017 T&L TLA ToR TPS TTG TVCA

U UCAS UCU

UK GAAP

Teaching Excellence Framework Technical and Further Education Act 2017 Teaching and Learning Teaching, Learning and Assessment Terms of Reference Teachers Pension Scheme Teacher Training Grant Tees Valley Combined Authority

Universities and Colleges Admissions Services Universities and Colleges Union

T Levels are courses which will follow GCSEs and will be equivalent to 3 A Levels. These 2-year courses have been developed in collaboration with employers and businesses so that the content meets the needs of industry and prepares students for work.

HE provider assessment (Gold/Silver/Bronze) administered by the Office for Students

Pension scheme open to FE lecturing/academic staff A mayoral authority which covers Hartlepool, Middlesbrough, Darlington, Redcar and Stockton-onTees. They have responsibility for devolved adult education funding for these areas.

Its main role is to operate the application process for British universities.

UCU is the largest trade union and professional association for academics, lecturers, trainers, researchers and academic-related staff working in further and higher education throughout the UK.

UK Generally Accepted Accounting Practice

UNISON URN

Unique Reference Number

UTC

University Technical College

The public service union – nationally recognised union for support staff.

A 6-digit number issued by Ofsted to identify the educational establishments they are responsible for monitoring (Etc.’s URN is 130576) Established under school academy regulations to provide vocational and technically focussed education for 14-19 year olds and often sponsored by universities and colleges

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MEANS…………………

Validation

Confirmation of the appropriateness of a programme and the standards met.

The National Audit Office (NAO) uses three criteria to assess the value for money of government spending i.e. the optimal use of resources to achieve the intended outcomes: Economy: minimising the cost of resources used or required (inputs) – spending less; Efficiency: the relationship between the output from goods or services and the resources to produce them – spending well; and Effectiveness: the relationship between the intended and actual results of public spending (outcomes) – spending wisely.

The software and platform for e-learning

VfM

Value for Money

VLE

Virtual Learning Environment Vice Principal

VP W WBL / WPL

Work Based Learning / Workplace Learning

Employment combined with training and achievement of recognised qualifications in the workplace

Y YE YTD

Year Ending Year to Date

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